Item 3.2 - Proposed FY 2018-19 Comprehensive Financial Plan and Fiscal Forecast for the General FundO��Y O oWgr
City of Poway
T"f�TME �py COUNCIL AGENDA REPORT
DATE: June 19, 2018
APPROVED
APPROVED AS AMENDED
❑
(SEE MINUTES)
DENIED
❑
REMOVED
❑
CONTINUED
nnt'
Resolution No.l��
TO: Honorable Mayor and Members of the City Council
Honorable Chairman and Members of the Housing Authority
Honorable Chairman and Members of the Successor Agency
to the Poway Redevelopment Agency
FROM: Tina White, City Manager/Executive Director
CONTACT: Wendy Kaserman, Assistant City Manager WNK-
(858) 668-4502 or wkasermanna poway.om
Donna Goldsmith, Director of Finance
(858) 668-4411 or dgoldsmithapoway.ora
Andrew White, Finance Manager
(858) 668-4426 or awhiteCa.poway.org
Alex Castanares, Budget Administrator
(858) 668-4415 or acastanaresapoway.org
SUBJECT: Proposed FY 2018-19 Comprehensive Financial Plan and Fiscal
Forecast for the General Fund
Summary:
This report presents the Proposed Comprehensive Financial Plan (Budget) for Fiscal Year 2018-19.
The budget as proposed results in a balanced General Fund and maintains reserves at the level
identified in the City's Financial Policy. Also included with this report is an updated General Fund
Summary and Fiscal Forecast for the General Fund through FY 2021-22 (Attachment A), the major
Department Goals and Objectives supported by the proposed expenditures (Attachment B), the
report of recommendations by the City Council appointed Budget Review Committee (Attachment
C), the revised City of Poway Position Classification Plan, and the revised Salary Schedules for FY
2018-19 (Attachments F and G).
Recommended Action:
It is recommended that the City Council/Housing Authority/Successor Agency:
1. Receive public input regarding the FY 2018-19 Proposed Comprehensive Financial Plan;
2. Receive the Report of the Budget Review Committee and consider their recommendations;
3. Adopt the attached resolutions authorizing the Comprehensive Financial Plan for FY 2018-
19, establishing the updated reserve levels, and approving year-end amendments for FY
2017-18;
4. Adopt the City of Poway Position Classification Plan reflecting Title Changes and
Reclassifications Proposed with the FY 2018-19 Budget including new job specifications for
two new proposed job classifications; and
1 of 57 June 19, 2018, Item #3,a
Proposed FY 2018-19 Comprehensive Financial Plan
and Fiscal Forecast for the General Fund
June 19, 2018
Page 2
5. Adopt the Revised Salary Schedules for FY 2018-19 that include Proposed Staffing
Changes.
Discussion:
The proposed FY 2018-19 Comprehensive Financial Plan (Budget) consists of revenues across all
funds totaling $97.70 million. Projected revenues are anticipated to be sufficient to cover city-wide
expenses of $94.31 million across all funds including $88.24 million for department operations
(including law enforcement, fire protection, parks and recreation, streets, drainage, stormwater, and
water and sewer utilities), $4.70 million for capital project and program expenditures, and $1.36
million for debt service. The remaining differential between the projected revenues and expenditures
funds the required additional contribution to the General Fund Reserves ($1.48 million) to maintain
the Council adopted policy of 45 percent of the operating budget, an increase to the Sewer Fund
Balance in preparation for a major regional project described later in the report and for future City
sewer capital projects ($1.29 million), and lastly an increase in the Capital Replacement Fund
balance of $913,576, resulting from the need to begin setting aside additional funding for projects
identified in the recently completed facility needs assessment study.
FY 2018-19 Proposed Budget — Program Highlights
City Staffing
Labor budgets proposed for FY 2018-19 total $31.74 million, or 36 percent of the overall budget
across all funds. This cost reflects salary levels pursuant to the 2018-19 labor agreements.
Proposed changes in department staffing results in a net increase of 0.65 full-time equivalents (FTE)
from the current adopted level. The current adopted level includes adjustments approved by the City
Council following adoption of the FY 2017-18 budget. Position changes, including inter -department
transfers, are shown in the following table, and further explained below:
Legislative and Administrative Services
8.96
9.48
Finance
17.25
20.50
Human Resources and Risk Management
5.00
6.00
Community Services
50.03
50.39
Development Services
25.50
25.50
Public Works
86.84
82.36
Safety Services
Total City
57.00
250.58
57.00
251.23
For the Legislative and Administrative Services Department, the part-time benefitted Management
Analyst position is proposed to increase to a full-time position to better meet organizational needs
including maintaining timely and relevant information on social media and ensuring quality content
in all city publications and on the City's website. This position will also continue to develop new video
content to promote the City as an attractive place to live and do business, as well as marketing the
City as an employer of choice to attract top talent. The proposed change results in a budgetary
2 of 57 June 19, 2018, Item # d3, 2
Proposed FY 2018-19 Comprehensive Financial Plan
and Fiscal Forecast for the General Fund
June 19, 2018
Page 3
impact of approximately $74,720. It is also recommended the position classification for this particular
position be changed from Management Analyst to a new classification titled Community Outreach
Coordinator. The salary range will remain the same as that of Management Analyst ($71,174 -
$86,510), however the new classification is more reflective of the incumbent's job duties. The draft
job specification gob description) is included in Attachment F as part of the proposed FY 2018-19
City of Poway Classification Plan.
The Customer Services Division in the Finance Department reflects an increase of $198,000 related
to the return/transfer of meter reading staff (4.00 FTEs) and associated non -personnel expenses
from the Public Works Department. The transfer provides for meter reading and water billing
services to again be performed within the same Division/Department. Additionally, the Customer
Services Supervisor position reflects a salary realignment in consideration of the additional scope of
responsibilities. These changes will create greater efficiency, not to mention enhanced customer
service, since the two related functions will now fall under one supervisor. With the impending
retirement of the City's long time Finance Manager in January 2019, 1.00 FTE has been added to
the Finance Division for succession planning while the existing Finance Manager has been reduced
to 0.50 FTE and will remain on board for half of the fiscal year. This will provide approximately six
months of overlap during which the new Finance Manager will have an opportunity to work with and
learn from the current Finance Manager before he retires. Similar circumstances in the current fiscal
year led to an overlap of 0.25 FTE of the Director of Finance position as the outgoing incumbent and
the incoming director overlapped. Poway is in a very unique position to be able to offer these types
of overlaps in key positions. They are part of the City's overall succession planning efforts to help
capture institutional knowledge before employees retire. Additional succession planning efforts in
the coming year will include a focus on formalizing and documenting standard operating procedures,
as well as development of and regular updates to desk manuals.
In the Development Services Department, the Planning Technician position is proposed to be
reclassified to Assistant Planner. The incumbent will continue to provide service to customers at the
counter, but with the reclassification will also take on more processing of discretionary permits which
will increase the Planning Division's capacity to process these type of permits and in turn improve
customer service. It will also give the incumbent the opportunity to continue to take on more complex
work.
A previous administrative error required the restoration of the equivalent of 0.36 FTE hours in part-
time temporary staff (Recreation Leader II classification) in the Community Services Department,
Community Park division.
For Public Works, an overall decrease of 4.48 FTEs is reflected. This is due to the transfer of meter
reading staff (4.00 FTEs) as well as a reduction of 1.00 FTE in Vehicle & Equipment Maintenance.
The FTE in Vehicle & Equipment Maintenance was a two-year limited term position established for
succession planning purposes. Also, 0.52 FTE was restored in Park, Trail & Landscape Maintenance
due to a previous administrative error associated with part-time positions. Additionally, for
succession planning purposes, as well as creating parity with other divisions within the department,
one of the existing Utility Systems Mechanic positions is proposed to be reclassified to a new Senior
Utility Systems Mechanic classification. This would be effective following a closed promotional
recruitment. The adjustment to salaries and fringe benefits totals approximately $7,580. A new FTE
is not being created. The draft job classification is attached as part of the classification plan and the
3 of 57 June 19, 2018, Item # Z
Proposed FY 2018-19 Comprehensive Financial Plan
and Fiscal Forecast for the General Fund
June 19, 2018
Page 4
position is proposed to be at Range 64. This range matches that of the existing Senior Utilities
Systems Technician classification. Following completion of an employee requested classification
review, the proposed budget also includes $18,586 in funding for salary and fringe benefits to realign
the Wastewater Utilities Supervisor classification to Range 70 and put it on par with other supervisors
with similar responsibilities and position requirements.
City paid employee benefits are shown at current levels, but at higher projected costs. Most
notable are the City paid portion of pension costs. These will be increased by PERS, effective July
2018, from 21.6 percent of base salary to 23.3 percent for non -safety classic members and from
35.5 percent to 39.4 percent for safety classic members. These rates are composed of two parts,
Normal Cost and Unfunded Liability. During labor negotiations last year, employee groups agreed
to contribute toward the Normal Cost, in addition to the Member Contribution they were already
paying. In FY 2018-19, all classic employees (Safety, Management/Confidential, and Non -Safety)
will be contributing one percent toward the Normal Cost, thereby reducing the City's contribution
by this amount. The cumulative percentages shown above reflect these employee
contributions. The City bears the full cost of the Unfunded Liability, as well as any increases to the
Normal Cost resulting from changes determined by PERS. Overall, PERS costs are projected to
increase by $384,200 in FY 2018-19, after the additional employee pick up of Normal Costs. Rising
costs are primarily attributed to decreases to the PERS discount rate (the rate of return on
investments) and other changes in actuarial assumptions.
As part of the FY 2017-18 midyear budget process, the City Council approved funding for a
specialized PERS actuarial analysis to help the City better understand the future costs of pension
obligations and what proactive steps may be taken to mitigate the impact of those increases on the
City's operating budget. Staff anticipates presenting the findings of the analysis and
recommendations to the City Council early next fiscal year.
All of the proposed staffing adjustments are reflected in the City of Poway Classification Plan
(Attachment F), including new job specifications for the two new proposed job classifications, and
the Revised FY 2018-19 Salary Schedules (Attachment G). Note, the Fire Safety Salary Schedules
are not attached because there are no changes to the position titles or salaries beyond what the City
Council approved through the labor agreement in October 2017.
Program Highlights — Operating Expenditures
Legislative and Administrative: The City Clerk's budget includes $85,500 for estimated expenses
associated with the November 2018 General Election. Following the retirement of the City's long
time City Attorney in 2017, the City issued a Request for Proposals for City Attorney services and a
new firm was selected to represent the City. Under the new agreement, the monthly retainer
remained the same. Similar to the prior agreement, the City pays for work that falls outside the
retainer. For FY 2018-19, the City Attorney's budget reflects an additional $64,500 for special legal
services, as well as $2,500 for Special Counsel for the 2018 General Election. The additional funds
reflect work that falls outside the retainer and that is a high priority for the City Council, including a
greater focus on addressing code enforcement matters in a timely manner.
Finance: In the Customer Services division, expenditures for contract services reflect a rate increase
from $21 to $22 per billable ticket for ambulance billing services, effective September 2018. This
4 of 57 June 19, 2018, Item # 3 , Z
Proposed FY 2018-19 Comprehensive Financial Plan
and Fiscal Forecast for the General Fund
June 19, 2018
Page 5
account also reflects an increase of $11,540 for lockbox services resulting from a slight increase in
cost as well as an internal realignment of expenses. These increases, together with normal
contractual annual cost adjustments, add $33,850 to the division's non -labor costs. During the next
fiscal year, the City plans to issue an RFP for banking services that will include lockbox services. In
the Finance division, $52,650 is included for the first year of software maintenance for the new Munis
Enterprise Resource Program, which will go -live in July 2018. Although the transition to the new
software will begin in FY 2018-19, the existing Banner software will remain in place until the transition
is complete. As such, a contractual increase of $2,430 for Banner software maintenance is included.
This will be the last year of Banner maintenance.
Community Services: The Community Services Director division reflects an increase of $7,400 for
the contract with the San Diego Humane Society for Animal Control services. The Lake Operations
division reflects the transfer of the Reserve Park Ranger Program from the Old Poway Park division.
The Poway Center for the Performing Arts budget reflects a $25,000 decrease to the annual subsidy
to Poway Onstage, the non-profit organization that books the professional series at PCPA. The
Aquatics division includes $13,000 to purchase a piece of equipment called a floating bulkhead that
will be used to create additional swim lanes for lap swim, swimming lessons, and team use of the
pool. This is a relatively inexpensive way to address the atypical shape of the pool and create more
lanes for use and additional revenue opportunities.
Development Services: An increase of $41,993 in the Stormwater Program is due to an increase in
the shared cost of the Los Penasquitos Water Quality Improvement Plan (WQIP). The City
participates in the WQIP to comply with the Municipal Stormwater Permit. The costs for this permit
are shared with the agencies located within the watershed. Costs fluctuate each year for testing,
monitoring and reporting requirements within the watershed. In addition, an $11,000 increase to
the Stormwater Pollution Implementation Plan for the City's Material Handling Yard on Crosthwaite
is included to maintain compliance with the Industrial General Permit through the Regional Water
Quality Control Board. These are, unfortunately, expenses that are hard to predict and unavoidable.
The Development Services budget also includes an increase in training funds for several divisions.
This is reflective of new hires and recent promotions, as well as the City's succession planning efforts
to ensure staff is well versed in regulatory requirements pertaining to their work.
Staff evaluated creating a new traffic engineer position in FY 2018-19, but after careful evaluation, it
is recommended that the City continue to contract for these services. In addition to concerns about
the additional costs of adding a new full-time employee, the City is also strategically evaluating an
existing limited term engineer position that it may want to convert to a regular full-time position in FY
2019-20. Based upon recent expenditures, staff is recommending an increase in the amount
budgeted for contract traffic engineering services for next fiscal year. Additionally, based upon
projected workload, the budget also includes funding for six months of contract inspection services.
A one-time expenditure is budgeted in the Housing Authority division in the amount of $100,000 for
the preparation of an Environmental Impact Report (EIR) for the Big Stone Lodge, which is required
prior to considering that property as a potential site for affordable housing.
Public Works: Proposed expenditures to continue the City's high standard for streets maintenance
total $4.34 million, including $1.07 million in General Fund support. Under SB 1, the statewide
5 of 57 June 19, 2018, Item # 3.2-
Proposed FY 2018-19 Comprehensive Financial Plan
and Fiscal Forecast for the General Fund
June 19, 2018
Page 6
12 -cent and 20 -cent tax on regular and diesel fuel, the City's annual revenue from Gas Tax is
projected to be supplemented by $836,500 for FY 2018-19, allowing the City to hold its current
General Fund contribution for streets maintenance to $1.07 million. However, a statewide effort is
currently underway to repeal this tax. A measure is very likely to qualify for the November 2018
ballot. Should the measure pass, an additional General Fund contribution equivalent to the loss in
SB 1 revenues would be required to maintain $4.34 million in funding for street maintenance in FY
2018-19.
The proposed Public Works budget includes equipment purchases within the Water and Sewer
Funds, as well as funding to hire a consultant to update the Poway Municipal Code and procedures
manual concerning recycled water. Also, a permit issued by the Regional Water Quality Control
Board is due for renewal in August 2018. This five-year permit allows Public Works crews to maintain
concrete channels throughout Poway. Staff learned that its fee for renewal would be calculated
using a different method and fall into a revised fee category this upcoming year, therefore raising the
cost by 1,790 percent to an estimated $90,000. Staff is currently working with the City Attorney to
dispute the new methodology and is awaiting a final determination from the Board.
The Capital Facilities Replacement/Refurbishment program, jointly administered by Public Works
Facilities and Development Services Capital Projects, incorporates projects identified by the recently
completed facility maintenance needs assessment study. To address an increased volume of
necessary maintenance projects, in FY 2017-18 staff recommended increasing the General Fund
contribution for capital facilities maintenance by 20 percent annually for five or more years to prevent
depletion of the Capital Facilities Fund (further discussion on this recommendation follows in section
General Fund Summary). For FY 2018-19, proposed maintenance projects include $285,555 for
flooring replacement at the Poway Center for the Performing Arts (PCPA), $340,521 for replacement
or repair of the Heating, Ventilation and Air Conditioning (HVAC) systems at City Hall/Council
Chambers, the Poway City Library, Fire Stations 2 and 3, and the Water Treatment Plant Operations
Office, minor roofing repairs at various public facilities, and painting and other general repairs totaling
$943,860.
Safety Services: The City's contract with the County of San Diego for Law Enforcement Services
for FY 2018-19 continues in its second year, providing Poway with the same level of service. The
cost is $12.67 million as part of a 5 -year contract. Costs have risen by $648,400 compared to the
current year, after applying a 6 percent contract increase. In the Safety Services — Paramedic
Division, $30,000 is included for the purchase of 17 Controlled Substance Digital Vaults for all Fire
apparatus. The vaults will eliminate paper documentation for inventory and usage of controlled
substances, which will improve the timeliness of identifying discrepancies. The use of these type of
vaults is supported by the Drug Enforcement Agency (DEA).
Human Resources and Risk Management: There are no notable changes in the Human Resources
and Risk Management budgets.
Capital Improvement Program: The City's capital projects management group will oversee 37 active
and proposed projects in the coming fiscal year, with $4.38 million appropriated during FY 2018-19
for a total of $43.80 million in appropriations for these projects. Water and sewer funding of $1.77
million will be used for Water Treatment Plant and Clearwell upgrades, as well as ongoing
maintenance projects. Funding of $1.36 million for renovation of City facilities includes addressing
6 of 57 June 19, 2018, Item # 3
o . I-
Proposed FY 2018-19 Comprehensive Financial Plan
and Fiscal Forecast for the General Fund
June 19, 2018
Page 7
accessibility issues at Lake Poway in accordance with the Americans with Disabilities Act,
replacement of safety related equipment at the PCPA, and general maintenance needs at all City
facilities. Street and Drainage projects include funding of $954,400 to improve traffic flow on Poway
Road by extending the left turn pocket at Pomerado Road, design of bicycle lanes along Espola
Road, and ongoing repair and replacement of drainage system corrugated metal pipes. Finally,
$296,800 is proposed primarily for the renovation of the Valle Verde Park Playground. This project
includes replacing the playground equipment, as well as adding shade structures and benches.
In FY 2018-19, the City Council will need to discuss funding for the Mickey Cafagna Community
Center. In May 2018, the City Council awarded a contract for the design of the community center.
Plans will be designed for the "hybrid" floorplan that is 18,082 square feet, as well as the "hybrid
plus" floorplan that is 22,587 square feet. Currently the City has appropriated $9.80 million dollars
for design and construction of the community center. Based upon current construction estimates,
there is a funding gap of $2.20 million for the "hybrid' floorplan and a gap of $3.60 million for the
"hybrid plus" floorplan. These funding gaps do not include any financial assistance to the Senior
Center to help offset the costs of temporary rental space during construction. Staff anticipates
coming to the City Council in early calendar year 2019, when design is complete and construction
cost estimates are updated, to discuss funding for the project and a final floorplan selection.
Funding will need to be identified prior to bidding construction in Spring 2019.
General Fund Summary
As depicted in the following table, total General Fund sources for FY 2018-19 are projected to be
$48.49 million, representing a modest increase of 3.8 percent over the FY 2017-18 midyear
projection. Property tax and Sales tax revenue, combined, represent approximately 74.2 percent of
all General Fund sources.
The City's revenue from Property Tax includes a distribution from the Successor Agency
Redevelopment Property Tax Trust. For FY 2018-19, this revenue is increased by 10 percent over
an updated estimate for FY 2017-18, for a projected total of $6.07 million. Revenue from
Redevelopment Property Tax Trust Fund (RPTTF) distributions remains challenging to project, given
the complexity of the required calculation method, and the City's reliance on the County for
determination of the distributions to agencies. Of note is the pending litigation, which could change
how distributions are made in the future.
7 of 57 June 19, 2018, Item # .5.2
General .millions)
Property Tax
$21.86
Sales Tax
$14.11
Franchise Fees/Interest Income/Rent
$4.21
Community Services Fees
$2.46
Development Fees
$2.13
Fire Protection/Safety Fees
$2.20
All Other Sources/Transfers
$1.52
The City's revenue from Property Tax includes a distribution from the Successor Agency
Redevelopment Property Tax Trust. For FY 2018-19, this revenue is increased by 10 percent over
an updated estimate for FY 2017-18, for a projected total of $6.07 million. Revenue from
Redevelopment Property Tax Trust Fund (RPTTF) distributions remains challenging to project, given
the complexity of the required calculation method, and the City's reliance on the County for
determination of the distributions to agencies. Of note is the pending litigation, which could change
how distributions are made in the future.
7 of 57 June 19, 2018, Item # .5.2
Proposed FY 2018-19 Comprehensive Financial Plan
and Fiscal Forecast for the General Fund
June 19, 2018
Page 8
As depicted in the following table, General Fund operating uses coupled with allocations for capital
projects, debt service and other non-operating obligations, total $48.16 million for FY 2018-19.
Law Enforcement
$12.67
Fire
$12.57
Community Services, Parks Maintenance'
$8.90
Development Services
$4.92
Public Works, Street Maintenance
$3.30
Administrative and Legislative, Finance, Human
Resources & Risk Management
$4.15
CIP/Other Non -Operating
$1.65
Works Department
Consistent with the City's Reserve Policy, which calls for maintaining a General Fund reserve
equivalent to 45 percent of the annual operating budget, the Proposed Budget for FY 2018-19 results
in an updated reserve level of $20.93 million, as follows:
Risk -Based Reserves (in millions) FY 2016-17 FY 2017-18 FY 2018-19
Revenue Volatility Reserve Fund $4.17 $4.32 $4.65
Expenditure Volatility Reserve Fund $2.09 $2.16 $2.33
Extreme Events Reserve Fund $12.52 $12.97 $13.95
In order to meet the updated reserve requirement of $20.93 million, the adopting resolution commits
$1.48 million to the Revenue/ Expenditure Volatility and Extreme Events Reserve funds. After
accounting for all General Fund operating expenditure and revenue activity, non-recurring/one-time
sources and uses, and the additional contribution for reserves, $1.36 million in undesignated funds
remain.
Estimated Undesignated Fund Balance at June 30, 2017 $1,917,125
Fiscal Year 2018-19 Projected Change to Fund Balance
from Operations 918,334
Reserve Requirement Funding (1,477,210)
Net Fiscal Year 2018-19 Projected Change to Fund Balance $(558,876)
In addition to the undesignated reserve amount, approximately $1.84 million in FY 2017-18 one-time
revenue remains undesignated. This revenue is from the sale of the Big Stone Lodge property and
the retirement of the Poinsettia Mobile Home Park note.
8 of 57 June 19, 2018, Item # 3. z
Proposed FY 2018-19 Comprehensive Financial Plan
and Fiscal Forecast for the General Fund
June 19, 2018
Page 9
Since adoption of the risk-based reserve policy, and consistent with the City Financial Policy, funds
remaining after meeting operating requirements and reserve obligations have been allocated for
one-time uses, such as reduction of unfunded pension plan liabilities and capital reinvestment. In
line with those priorities, as discussed in the Midyear/Second Quarter Budget Update for FY 2017-18
Agenda Report from March 20, 2018, a consultant has been hired to conduct an actuarial analysis
of the City's pension obligations, and formulate options to help the City effectively manage this on-
going and increasing expenditure.
Fiscal Forecast for the General Fund
Staff has updated the fiscal forecast for the General Fund, using the FY 2018-19 Proposed Budget
as the base year. The forecast reflects modest increases across the various revenue types based
on current trends ranging from 2.25 percent to 3.00 percent, with the exception of revenue from
RPTTF distributions, which reflect annual average increases of 7.82 percent through FY 2020-22,
and includes estimated additional property tax revenue as a result of the recent property sales by
the Successor Agency. The rate at which the RPTTF distribution grows is higher due to expenses
staying static or declining. The overall result is modest year -over -year increases to the revenue base
averaging 3.65 percent.
Generally, increases in costs through 2020-21 are limited to expected inflationary adjustments. Two
notable exceptions include the annual increase negotiated into the law enforcement contract and the
City's contributions to pension costs. Projected compensation includes a 2 percent increase in FY
2018-19 only, as labor contracts are set to expire in June 2019. Additionally, benefits are kept at
current levels for all employees, pending the outcome of future employee labor agreements. Pension
costs reflect City initiated and State mandated reform measures, and projections for future employer
contribution rates as provided by CalPERS. New actuarial assumptions coupled with a lower
discount rate (the rate of return on investments) contribute to pension costs that will substantially
increase in the coming years and outpace the projected growth rate of the City's revenue base.
Additional assumptions reflected in the forecast include a General Fund contribution for streets
maintenance of $1.07 million, achievable due to supplemented Gas Tax revenues under SB 1. As
a reminder, SB 1 is the 12 -cent and 20 -cent tax on regular and diesel fuel, respectively. As
previously mentioned in this report, should the measure to repeal SB 1 pass, to maintain the $4.34
million for street maintenance an additional General Fund contribution equivalent to the loss in SB 1
revenues would be required in FY 2018-19. Of the $836,500 projected to be received, $755,700 is
slated for streets maintenance. It's important to recognize that the Gas Tax fund balance has been
drawn down, therefore it becomes more difficult to offset any loss in SB 1 monies. Also,
implementation of the facilities maintenance needs assessment study, which dictates an increased
program to address the City's aging facilities, results in contributions from the General Fund
increasing by 20 percent annually through Fiscal Year 2023. The General Fund summary, with the
FY 2018-19 Proposed Budget and projections through FY 2021-22, is attached to this report as
Attachment A.
Landscape Maintenance Districts (LMDs)
Assessments collected in the LMDs are no longer sufficient to fund the existing improvements and
services. Reserve funds have gradually been depleted in some of the districts as expenses have
grown and assessment revenues have remained static. Consequently, the level of landscape
maintenance service has also gradually been reduced based on available funding. Reducing the
9 of 57 June 19, 2018, Item # 3 2-
Proposed FY 2018-19 Comprehensive Financial Plan
and Fiscal Forecast for the General Fund
June 19, 2018
Page 10
levels of maintenance has caused a significant deterioration in the condition of the landscaping
improvements. This, coupled with prolonged drought conditions resulting in significant tree failure
and rising contract labor and water costs, has further depleted fund reserves to a critical level. To
address this issue, the City undertook a lengthy and intensive Proposition 218 process that
proposed re-engineering the boundaries of LIVID 83-1 and LIVID 86-1 based on the assessment
engineer's report. Ballots were mailed to all property owners within the proposed district boundaries.
Both measures were defeated, therefore the assessments for the districts will remain at existing
levels. Staff expects to return to the City Council in August 2018 to discuss next steps with the
LMDs, taking into account that the General Fund cannot afford to absorb the additional maintenance
costs in LIVID 83-1 and 86-1.
Water and Sewer Utilities
The FY 2018-19 Budget includes $26.09 million in expenditures for water utilities. Revenue from
customer charges and fees is projected to recover water operating expenditures and the annual
ongoing contribution for system rehabilitation. However, the second of two repayments to the
General Fund for the drought recovery surcharge credits issued in 2016 must be paid in FY 2018-
19. The result is use of $750,000 from the Water Fund reserve. On December 12, 2015 the City
Council adopted a limited term Drought Recovery Surcharge. The surcharge became effective in
January 2016, expires December 2018, and will have provided approximately $7.20 million in
revenue over the term of its existence. This surcharge allowed the City to begin to replenish Water
Fund Balance. The City's policy sets a goal of 20% of operating expenditures for Water Fund
Balance. Projected Water Fund Balance at FY 2018-19 year end is approximately 13%. Staff is
concerned about future pressure on water rates including new legislation signed by the Governor
that establishes a 55 gallons per capita daily (GPCD) indoor water use standard, that decreases to
50 GPCD beginning January 1, 2030. Additional state regulations, as well as future usage patterns
within Poway, will have an impact on water rates going forward. The water and sewer rate setting
process typically takes place annually each Fall with any adopted changes to the fees taking effect
in January of the following calendar year.
The proposed Budget also includes $8.87 million in expenditures for sewer utility operations, ongoing
maintenance, and administration. Revenue from customer charges and fees, combined with an
estimated credit of $600,360 that will be received from Metro based on prior years' final costs, are
projected to recover operating expenditures and the sewer system rehabilitation projects in FY
2018-19. As a member of the Metro Wastewater Joint Powers Authority, it is expected that the
majority of the Sewer Fund's current fund balance will be needed for Poway's share of the Pure
Water Program. One of the benefits of the Pure Water Program is to divert sewage flow from the
Point Loma Treatment Plant which should lower the City's sewer treatment costs. It is also hoped
that the Pure Water Program obviates the need for the Point Loma Sewer Treatment Plant to
upgrade to secondary treatment.
Budget Review Committee
The Budget Review Committee completed a comprehensive review of the proposed FY 2018-19
Budget at multiple meetings held in May. Their report of recommendations is attached to this report
as Attachment C. The Committee Chair, Peter Murray, plans to be present at the public hearing to
comment on the Committee's report and respond to any questions from the City Council.
10 of 57 June 19, 2018, Item #3,;L
Proposed FY 2018-19 Comprehensive Financial Plan
and Fiscal Forecast for the General Fund
June 19, 2018
Page 11
Adopting and Amending Resolutions
Attached to this report (Attachment D) is a resolution to adopt the FY 2018-19 Comprehensive
Financial Plan, and authorize all necessary appropriations. Also attached (Attachment E) is a
resolution to address various house -keeping adjustments to the FY 2017-18 adopted budget.
Amendments include an appropriation of $35,650 for Community Park Leisure Services which is
offset by additional revenue, and an appropriation of $19,830 associated with increased costs for
fire dispatch services provided by the City of San Diego. A transfer of $502,950 from the General
Fund to the Capital Improvement Fund is also proposed. This transfer, combined with the City's
share of revenue from the Successor Agency related to its purchase of the Poway Road properties
($1.1 million), will result in a projected available balance of $1.6 million in the Capital Improvement
Fund. The $1.6 million represents a combination of the remaining funds from the reserve set-aside
exercise in April 2016, the City's share of the property tax distribution from the sale of the Poway
Road properties and the remaining funds from the FY 2016-17 year end close. These are one-time
funds. At this point, staff is recommending the funds not be appropriated pending the outcome of the
PERS actuarial analysis discussed earlier in this report.
The final attachments (F and G) include resolutions adopting the FY 2018-19 Classification Plan,
including the job specifications Qob descriptions) for the two new proposed job classifications, and
the revised FY 2018-19 Non -Safety and Management/Confidential Salary Schedules.
Environmental Review:
This item is not subject to CEQA review.
Fiscal Impact:
As stated throughout the report.
Public Notification:
Public Notice was published in the Poway News Chieftain on June 7th and 14th, 2018.
Attachments:
A. General Fund Budget Summary and Fiscal Forecast
B. Goals and Objectives for FY 2018-19
C. Report of Recommendations by the Budget Review Committee
D. FY 2018-19 City Budget Adoption Resolution
E. FY 2017-18 City Adopted Budget Adjustments Resolution
F. FY 2018-19 City of Poway Classification Plan, including new Job Specifications, Resolution
G. FY 2018-19 Non -Safety and Management/Confidential Salary Schedule Resolution
Reviewed/Approved By: Reviewed By:
WendyvKaserman Alan Fenstermacher
Assistant City Manager City Attorney
11 of 57
Approved By:
Tina M. White
City Manager
June 19, 2018, Item #3,,2,
General Fund
Sources 8 Uses Summary
REVENUES:
Actual
Adopted
Midyear
Proposed
Forecast
Operating
Property Tax
14,886,997
15,195,840
15,401,211
15,784,960
16,258,500 3.00% ! 16,746,300 3.00% I 17,248,700
Property Tax -Allocation ABXI 26 Trust
4,990,303
4,828,990
5,239,818
6,072,970
6,680,300 10.00% 7,161,300 7.50%i 7,612,200
Admin. Allowance ABXI 26 Trust
403,325
420,000
432,838
250,000
400,000 60.00% 400,000 0.00% ! 400,000
Sales Tax
13,774,763
13,646,560
13,653,451
14,105,860
14,529,000 3.0076 ! 14,964,900 3.00%! 15,413,800
Interest Income/Rental of Property
1,869,011
1,623,860
1,698,788
1,862,220
1,783,600 2.25% 1,823,700 2.25% 1,864,700
Franchise Fees
2,241,448
2,236,540
2,407,101
2,351,990
2,399,000 2.00% 2,447,000 2.00% 2,495,900
Development Fees
1,769,021
1,784,180
1,858,152
2,132,410
2,196,400 3.00% 2,262,300 3.00% 2,330,200
Community Services Fees
2,604,322
2,356,820
2,339,112
2,458,330
2,532,100 3.00% j 2,608,100 3.00%j 2,686,300
Safety Services Fees
1,888,344
1,526,250
1,801,449
1,567,700
1,614,700 3.00% i 1,663,100 3.00% ! 1,713,000
Transient Occupancy Tax
609,306
652,960
660,414
680,230
700,600 3.00% ! 721,600 3.00% 743,200
I
All Other Revenue Items
608,901
495,450
461,604
485,650
497,800 2.50•.6 ! 510,200 2.50% 523,000
Subtotal Operating Revenues
45,645,741
44,767,450
45,953,938
47,752,320
49,592,000 3.85% 51,328,500 3.50% ! 53,031,000
Non -Operating Sources:
! !
Fire Protection Fees
637,031
633,000
633,000
633,000
633,000 I 633,000 ! 633,000
COPPS Grant
106,230
100,000
129,324
100,000
100,000 100,000 100,000
Library Fund Interest Income
2,113
2,380
2,325
2,430
21500 2.25% 2,600 2.25%2,700
Grand Total Revenues
46,391,115
45,502,930
46,718,887
48,487,750
50,327,500 152,064,100 9.45% 53,768,700
EXPENDITURES:
!
Legislative&Administrative
1,160,510
1,047,034
1,138,896
1,214,968
1,253,200 3.15% 1,287,000 2.70%j 1,317,900
Finance
1,599,126
1,583,798
1,638,533
1,823,262
1,765,600 -3.16% 1,813,200 2.70% ! 1,857,700
Human ResourceaB Risk Management
812,138
1,117,580
1,026,539
1,116,376
1,146,000 2.65% 1,176,700 2.68%i 1,205,800
Community Services
5,794,972
5,889,860
5,919,429
6,205,480
6,266,700 0.99% ! 6,439,400 2.76% i 6,599,900
Devebpmart Services
4,290,319
4,496,400
4,674,091
4,920,905
5,060,600 284% ! 5,195,400 2.66% 5,321,600
Public Works
3,668,435
4,477,625
4,516,685
4,931,363
4,982,500 1.04% 5,111,700 2.59% 5,234,200
Safety Services -Fire
11,164,732
11,499,630
12,099,709
12,566,870
12,901,600 2.66% 13,155,500 1.97%; 13,299,800
Safety Services - Law Enforcement
_11,468,067
12,018,010
12,666,410
13,365,300_5.52% 14,033,400 5.00%! 14,650,800
Subtotal General Fund Oper. Expen.
38,958,289
42,129,937
_12,023,011
43,036,893
45,445,634
46,741,500 2.85% T-48,212,300 3.15% ! 49,487,700
Street Maintenance
1,000,000
1,100,000
1,100,000
1,067,000
1,067,000 0.00% ! 1,067,000 0.00% 1 1,067,000
Allowance for Savings
(451,679)
(491,688)
(500,643) 1.82% (512,684) 2.41% (522,554)
General Fund Operating Expenditures
40,958,299
42,778,258
44,136,893
46,020,946
47,307,857 2.80% 48,766,616 3.06% 150,032,146
Ongoing Non -Operating Expenditures
i j
City Office Building Debt Service
628,805
660,370
661,233
661,910
661,910 661,910 i 661,910
Facilities Replacement
393,000
471,600
471,600
565,920
679,100 20.00% 814,920 20.00% 1 977,900
General Fund Share-LMDs & Street Lights
368,357
375,650
375,529
386,920
396,590 2.50% 406,500 2.50% j 416,700
Grand Total EapendiWras
42,348,461
41,295,878
45,645,255
47,836,896
49,085,487 Zll 50,848,946 3.27%
Not OparatlrplOttgdtlg Non -Operating
4,042,854
1,218,962
1,073,832
852,054
152,098,888
1,282,043 i 1,414,154 1,578,044
CIP/Programs/Trensfer to Trusts
(2,115,198)
(173,500)
(1,950,109)
(527,500)
(250,000) (250,000) (250,000)
Surcharge Loan to Water Fund
(537,622)
401,250
401,250
537,620
- - -
LlmltedTarmTransfers-In/Mist
35,318
63,190
63,190
56,160
-
Net Change to General Fund Balance
1,425,152
1,507,892
(412,337)
918,334
1,032,043 7,766,754 1,428,044
Fund Balance Before One -Time Items
2,773,433
4,506,784
2,586,555
2,835,459
2,390,292 2,971,346 3,737,490
Reserve Designation (additional)
(766,183)
(669,430)
(669,430)
(1,477,210)
(583,100) (661,900) (573,900)1
oto nes gnatetl
2,007,250
,1
7,358,249
1,807,192 ! 2,309,44 3,163,590
One -Time Revenues:
RPTTF
563,767
Auto Storage Lot
427,875
Sale Big Stone Lodge Property
820,000
RPTTF •Poway Rd Property
-
Poinsettia Note
1,023,958
Net Change to General Fund Balance
991,642
1,843,958
1,843,958
- 0.00% - 0.00% ! -
Fund Balance
2,998,892
3,837,354
3,761,083
1,807,192 0.00% ' 2,309,446 0.00% s 3,163,590
12 of 57 ATTACHMENT A June 19, 2018, Item #3.;-
CITY OF POWAY
Goals and Objectives
July 1, 2018 - June 30, 2019
13 of 57 ATTACHMENT B June 19, 2018, Item #3.;L
LEGISLATIVE & ADMINISTRATIVE DEPARTMENT
Goals and Objectives
July 1, 2018 - June 30, 2019
City Council
1. Oversee Legislation and Services
Provide legislative guidance and direction for the establishment and maintenance
of City programs and services. Provide an open forum for direct public input and
an avenue for resolving community issues.
2. Ensure the City's Continued Fiscal Health
Uphold the City's commitment to the Council's Financial Policy and its principles.
City Clerk
ip
Conduct employee training on records management policies and procedures
ensuring compliance with all applicable state and federal laws.
2. _Comprehensive Review of Records Stored Off-site
Implement a systematic review of City records stored off-site and apply adopted
retention policy to the documents while imaging those records identified as
permanent into the City's electronic imaging system.
3. Administer the City's First Bv-District Election for November 2018
Administer the City's first by -district election in accordance with statutory
requirements, providing accurate information to candidates and the public
regarding election requirements and procedures.
City Attorney
1. Provide Legal Review and Advice
Assist the City Council in developing policies based on sound legal principles that
enable the City to accomplish its goals and objectives.
2. Remain Accessible and Responsive to City Officials and Staff
Keep the City Council and staff apprised of legislative and legal developments that
may affect the City. Continue to provide timely responses to requests and
maintaining appropriate office hours and as -needed availability.
3. Conduct an Incremental Review of the Poway Municipal Code
In collaboration with the City Manager's Office conduct an incremental and
comprehensive review of the Poway Municipal Code, amending chapters and
sections as needed.
14 of 57 June 19, 2018, Item #3,;?
City Manager
Ensure Effective and Efficient Delivery of Municipal Services
Ensure that municipal services are provided in the most efficient, effective, and
responsive manner possible to meet the needs and desired service levels of the
community.
2. Continued Emphasis on Strong Financial Planning and Fiscal Health of the Citv
Continue emphasis on strong financial planning by maintaining a balanced budget,
reducing the cost of City services, using precise cost allocation to City funds, and
improving cost recovery user fees.
3. Proactively Evaluate Options for Addressing Rising Pension Costs
Following completion of the PERS actuarial analysis, present final recommendations,
including policy recommendations to the City Council and implement City Council
direction.
4. Following the November 2018 election. effectively Onboard the new City
Councilmember(s)
Economic Development
2.
Strengthen the Business Community
Assist businesses by facilitating business workshops, providing online resources and
referrals to business services and financing resources, conducting business site
visits, giving assistance to accessing City Hall services, and facilitating business
networking opportunities.
Coordinate business attraction efforts by utilizing targeted marketing strategies,
promoting Poway's exceptional quality of life, disseminating customized market and
trade area data (site specific labor force, consumer spending, wage, businesses, and
demographic data), attending trade shows, giving tours, providing land use and
zoning information, and identifying available sites for business growth and expansion.
Negotiate and oversee a Disposition and Development Agreement for a mixed-use
projectforthe Town Center area that incorporates the former Redevelopment Agency
properties along Poway Road.
15 of 57 June 19, 2018, Item #3,Z
FINANCE DEPARTMENT
Goals and Objectives
July 1, 2018 —June 30, 2019
Enterprise Resource Plannina (ERP) System Implementation
Continue the multiyear project to replace the City Enterprise Resource Planning
(ERP) System. The objective this year is to "go -live" and utilize the Munis
Financial software for all financial transactions, including General Ledger,
Accounts Payable, Purchasing, Accounts Receivable, and the Payroll module,
including ongoing training of personnel in other departments on the use of the new
system.
Managed by: Donna Goldsmith, Director of Finance
Brad Rosen, Information Technology Manager
2. Utility Billina System Customer Web -Portal Implementation
Work with Customer Services in the conversion to the new customer web -portal,
including a public information campaign and the implementation of improved
online payments, consumption information, and account management.
Managed by: Brad Rosen, Information Technology Manager
Sharon Rico, Customer Services Supervisor
3. PERS Actuarial Analysis
Present findings and recommendations to the City Manager on a Public
Employees' Retirement System (PERS) Actuarial Analysis. Like most California
municipalities, the City of Poway continues to see substantial increases in the
employer -paid contributions to the California Public Employees' Retirement
System (CalPERS). Concerns about the operating budgets' ability to bear future
increases has prompted the City to hire a specialized actuary to evaluate the City's
funded status and future obligations. With this analysis, the City will be provided
with options to best position itself for the increases that show no sign of slowing
down.
Managed by: Donna Goldsmith, Director of Finance
4. Succession Planning
With the impending retirement of the Finance Manager in January 2019, a target
of early FY 2018-19 is planned for the hiring of a new Finance Manager. This will
provide approximately six months of transition and training for the new Finance
Manager, with the goal of an efficient transition.
Managed by: Donna Goldsmith, Director of Finance
Andrew White, Finance Manager
16 of 57 June 19, 2018, Item #9. Z
HUMAN RESOURCES & RISK MANAGEMENT DEPARTMENT
Goals and Objectives
July 1, 2018 — June 30, 2019
Enterorise Resource Plannina (ERP) System Implementation
Assist with the multiyear project to replace the City ERP system, with an emphasis
on the documentation of internal Human Resources processes. Begin utilization
of the new ERP system's improved workflow capabilities, including electronic
routing of personnel actions forms, employee evaluation processing, and
certifications tracking.
Managed by: Jodene Dunphy, Director of HR & Risk Management
Emily Wolf, Management Analyst
2. Uodate Personnel Policies and Procedures
Conduct a comprehensive update to the City's Personnel Rules, including
researching and incorporating best practices. Lead meet and confer process on
the proposed changes to the Personnel Rules with the bargaining groups as part
of negotiations process in Winter/Spring of 2019.
Managed by: Jodene Dunphy, Director of HR & Risk Management
Human Resources Staff Development
Train and develop new staff members in the Human Resources Department to be
subject matter experts in the field of human resources. Ensure staff attends
technical training and provide opportunities for growth with oversight.
Managed by: Jodene Dunphy, Director of HR & Risk Management
4. Workforce/ Succession Planning
Work with the City Manager's office to develop and implement a succession
planning program, including a Citywide training program.
Managed by: Jodene Dunphy, Director of HR & Risk Management
Emily Wolf, Management Analyst
5. Oversee Citywide Liability and Claims Management
Facilitate the City's participation in the California JPIA's Risk Management
Evaluation and implementation of the resulting Loss Control Action Plan
recommendations which can include policy revisions and best risk management
practices to control risk exposure. Work with various Departments to complete the
annual California JPIA Underwriters Report to refine the City's information on its
property schedule. Provide oversight and management of the Workers'
Compensation program including the City's as -needed ergonomic assessments.
Managed by: Jodene Dunphy, Director of HR & Risk Management
Linda Shields, Senior Management Analyst
17 of 57 June 19, 2018, Item # 3,z
COMMUNITY SERVICES DEPARTMENT
Goals and Objectives
July 1, 2018 — June 30, 2019
Cafanna Community Center
In collaboration with Development Services, participate in the development of
design documents for the Cafagna Community Center. Continue future
programming discussions with the Poway Valley Senior Center Corporation, as
well as other facility user groups. Once project timelines are more solidified, begin
revising reservation policies in preparation for closure of the community center
during construction.
Managed by: Robin Bettin, Director of Community Services
Belinda Romero, Community Services Manager
2. Special Event Policy
Collaborate with the City Manager's Office, the Development Services
Department, and the Public Works Department to complete development of a
comprehensive special event policy and assist as needed with implementation and
development of an informational special events page on the City's website.
Managed by: Robin Bettin, Director of Community Services
Belinda Romero, Community Services Manager
3. Development and Implementation
Implement all City Council approved adjustments to policies, operations, use and
fees. Ensure advance public information through use of social media, the website,
and open discussions with user groups.
Managed by: Robin Bettin, Director of Community Services
Belinda Romero, Community Services Manager
18 of 57 June 19, 2018, Item #-3,Z
DEVELOPMENT SERVICES
Goals and Objectives
July 1, 2018 — June 30, 2019
Complete Espola Road Pedestrian Safety Improvements and Utility
Underaroundina
This project includes the construction of a pedestrian walkway and undergrounding of
overhead utility lines. The project improvement plans are complete; required right-of-
way acquisition documents are complete; appraisals of necessary right-of-way are
complete; and all required easements have been obtained. Construction is scheduled
to begin in April 2018 on the walkway followed by the utility undergrounding which
SDG&E has indicated will take 15-17 months to complete. Staff will work with the
contractor and the utility companies to resolve any issues that come up. Staff has
created a communication plan for the project that includes using electronic message
boards, a project webpage on the City's website, Facebook, and Twitter to
communicate project updates and lane closures. The City Council will also receive
regular project updates at Council meetings throughout the construction.
Managed by: Melody Rocco, Senior Civil Engineer
2. Mickey Cafaana Community Center
After the schematic design of a new community center building developed by a
consultant proved to be too costly to build, staff developed a floorplan with three
variations in size. The City Council selected the middle size floorplan with direction to
also pursue architectural plans for an expanded version if it is needed in the future
and funding becomes available. Staff issued a revised RFP to the three finalists from
the first RFP and interviewed all three consultants after proposals were
received. After consideration of their qualifications and costs for services, staff
selected a consultant to prepare the final architectural plans and construction
documents. Staff will process an amendment to the Community Park Conditional Use
Permit and work with the consultant to ensure completion of the construction
documents by February 2019. Staff will then complete the bid process for
construction which should begin in June 2019.
Managed by: Bob Manis, Development Services Director
3. Purchase Open Space Parcels
On December 2, 2014, the City Council adopted the Habitat Conservation Plan (HCP)
acquisition strategy that guides future purchases of open space consistent with the
goals of the HCP. The fund has grown over the years through the payment of in -lieu
fees to mitigate habitat impacts from development projects. A number of key open
space properties have been identified to purchase for open space conservation in the
areas of Van Dam Peak, Iron Mountain and Rattlesnake Canyon. Staff has and will
continue to work with entities, such as the County of San Diego and The Trust for
19 of 57 June 19, 2018, Item #3.02
Public Land, to leverage the City's funds to purchase these key open space properties.
Acquisition of at least two properties should be completed by the end of the 2018-19
fiscal year.
Managed by: City Planner
4. Code Compliance
Code Compliance has been identified as a priority in the work plan for the
Development Services Department. There are a number of outstanding cases and
new cases continue to be identified. With the new City Attorney there is the
opportunity to look at existing procedures and modify them as necessary to be more
effective. Development Services staff will work with the City Attorney to develop
procedures and forms to use in the enforcement process. Staff will also work with the
City Attorney to gain compliance when staff's efforts to gain voluntary compliance are
not working.
Managed by: City Planner
5. Housing Law Amendments
In 2017 the California State Legislature passed numerous housing laws aimed to
address the State's housing crisis. Over the past year the City updated the Poway
Municipal Code regarding Inclusionary Housing and the City's Inclusionary Housing
In -Lieu Fee to comply with AB 1505. A new Accessory Dwelling Unit ordinance will be
adopted to comply with AB 2299/SB 1069 provisions. Objectives for the coming year
include amending the City's Zoning and General Plan to place Affordable Housing
Overlay Zones (AHOZ) on properties that were identified for such designation in the
City's Housing Element and modifying the City's Annual General Plan and Housing
report to comply with SB 35 and AB 879 Enhanced Annual Reporting provisions to the
State Housing and Community Development Department. Both objectives should be
completed by the end of the 2018-2019 fiscal year.
Managed by: City Planner
6. Photovoltaic System at Fire Station #3
As a way to reduce energy costs, the City has embarked on the installation of
photovoltaic systems to generate power and provide electric bill credits. With the first
endeavor at the PCPA operational, the City is now working on a second photovoltaic
system on the vacant area northwest of the Fire Station #3. Staff will work on the
Conditional Use Permit and Environmental Assessment for the project to allow
construction to begin after the Gnatcatcher breeding season ends in July 2018.
20 of 57 June 19, 2018, Item #_3, Z
Construction should take approximately six months to complete and staff will work
with the contractor to ensure that timelines are met.
Managed by: Christine Pawlik, Special Projects Engineer
7. e-TRAKiT
Development Services and Information Technology staff has continued working
toward launching new e-TRAKiT software which will provide self-service online
options to request inspections, apply for certain permits, obtain applicant or project
status information, pay and view code citations and conduct research. This project
was put on hold for approximately nine months in FY 17-18 to resolve billing and
programing issues. The project resumed in March 2018 and staff has been testing the
software, identifying internal process changes and working on a branding of new
Poway online permitting interface in an effort to go live by the summer of 2018.
Managed by: Marie Sanders, Senior Management Analyst
21 of 57 June 19, 2018, Item #,". z
PUBLIC WORKS DEPARTMENT
Goals and Objectives
July 1, 2018 — June 30, 2019
In Fiscal Year 2017-18 several new regulatory requirements were enacted that will
be included in the Department's Fiscal Year 2018-19 work plan. New regulations
include the mandatory reporting of water loss, reporting of lead water service line
inventories, and new requirements on the development of Dam Flooding Maps.
Identify and develop changes to the municipal code and operational procedures/
policies to align with current regulations and best management practices. Continue
engagement with the region/state over long-term water efficiency regulations,
concrete channel cleaning permit costs, and water quality monitoring.
Managed by: Rudy Guzman, Assistant Director for Utilities
Eric Heidemann, Assistant Director for Maintenance Operations
2. Safe, reliable, and efficient operation of utilities
Maintain water treatment/distribution/wastewater collection infrastructure and a
trained staff to meet regulatory requirements and ensure uninterrupted services.
Coordinate with the City of San Diego, the City's wastewater treatment provider,
to ensure fair cost allocation and implementation of the Pure Water Program. Allow
for timely adjustments in water treatment/distribution maintenance processes to
maintain water quality. Continue efforts to advocate for the equitable and fair
distribution of costs between all members of wholesale agencies.
Managed by: Rudy Guzman, Assistant Director for Utilities
Enhance safety equipment, practices and programs
Continue a multi-year program to provide comprehensive updates to the Cal -
OSHA written safety programs. Additionally, programmatic updates to the Risk
Management Plan and Process Safety Management Program will take place within
the next year at the Water Treatment Plant. The maintenance operations divisions
will be participating in specialized Hazardous Waste Operations and Emergency
Response (HAZWOPER) training, designed for identifying hazards at
encampments. Enhance safety practices with compliant Personal Protective
Equipment (PPE), equipment, practices and training opportunities.
Managed by: Rudy Guzman, Assistant Director for Utilities
Eric Heidemann, Assistant Director for Maintenance Operations
22 of 57 June 19, 2018, Item #S.,Z
4. Execute high priority infrastructure maintenance
Protect public health and safety through proactive maintenance and repair of City
infrastructure. Complete the Zone 2 pavement program to maintain high roadway
infrastructure standards. Perform annual inspection and maintenance programs
on facilities, signs, storm water channels, trees, and traffic signals/street lighting.
Enhance lighting in neighborhoods by piloting LED streetlights in a section of the
City.
Managed by: Rudy Guzman, Assistant Director for Utilities
Eric Heidemann, Assistant Director for Maintenance Operations
5. Proactive asset management
Utilize and enhance asset management programs and long-range facilities
planning to support maintenance and repair of the City's facilities, equipment,
parks, open space, and trails. Execute recommendations based upon the facilities
condition assessment and capital replacement schedule to maximize the effective
life of assets. Ensure that vehicles and equipment are in a state of readiness for
both routine operational requirements and emergencies.
Managed by: Rudy Guzman, Assistant Director for Utilities
Eric Heidemann, Assistant Director for Maintenance Operations
6. Modernize the collection and management of utilities data
Explore electronic data collection for real-time analysis and reporting of the water
and wastewater systems. The department will coordinate with the City of San
Diego to bring online a new wholesale recycled smart water meter in the South
Poway Business Park.
Managed by: Rudy Guzman, Assistant Director for Utilities
7. LIVID cost recovery
Continue efforts to ballot LMDs to attempt to achieve long-term cost recovery while
maximizing property benefits. Depending on ballot results, develop long-range
service recovery plans in the event that the balloted LMDs pass increased
assessments. Concurrently develop contingency plans for potential service
reductions, based on council direction, in the event that the balloted LMDs fail to
pass increased assessments.
Managed by: Eric Heidemann, Assistant Director for Maintenance Operations
23 of 57 June 19, 2018, Item #3,.2—
SAFETY SERVICES DEPARTMENT
Goals and Objectives
July 1, 2018—June 30, 2019
Prevent. Reduce and Disrupt Crime in the Community
a. Hold monthly Information Managed Policing Addressing Community
Threats(IMPACT) meetings to identify and target prolific and repeal
offenders.
b. Conduct monthly meetings and liaison with the City Manager and Director
of Safety Services to identify crime trends and set priorities.
c. Aggressively target those engaged in drugs gang -related activities as well
as persons driving under the influence of drugs and alcohol.
d. Maintain a close and effective working relationship with all schools located
in the City of Poway and work to provide a safe environment for our youth.
Managed by: Jeff Duckworth, Captain, Poway Sheriffs Station
2.
a. Utilize the Poway Criminal Apprehension Team (PCAT) and station
detectives to effectively address crime issues.
b. Fully implement new technologies and provide advanced training to prevent
and reduce crime.
c. Continue to target repeat offenders in the community through regular
probation, parole and compliance checks.
Managed by: Jeff Duckworth, Captain, Poway Sheriffs Station
3.
a. Actively manage emergency response resources, service delivery and
record management systems.
b. Utilize the department's Annual Training Plan to maintain a highly trained,
well-prepared workforce of first responders.
c. Participate with regional organizations focused on emergency operations
and response to maintain awareness of issues, industry trends and
opportunities for regional service enhancement.
d. Coordinate facility and apparatus maintenance and repair activities with the
Public Works Department to ensure response readiness and employee
safety.
Managed by: Ray Fried, Fire Battalion Chief
Brian Mitchell, Fire Battalion Chief
Scott Post, Fire Battalion Chief
`01%, NVi
June 19, 2018, Item #3
IN
PA
a. Deliver a Community Emergency Response Team (CERT) academy, ham
radio drill and shelter operations classes in the FY '2018-2019.
b. Support CERT and the Poway Neighborhood Emergency Corps (PNEC)
and establish a Safety Services volunteer workforce through group
partnerships.
c. Develop capacity for Emergency Communications through partnership with
Poway Amateur Communications Team (PACT).
d. Seek opportunities to ensure that City staff is well-trained and prepared to
function following the City's Emergency Operations Plan.
e. Participate in regional partnerships and memberships.
Managed by: Susy Turnbull, Emergency Preparedness Coordinator
a. Deliver a high level of customer service through responsive consultations.
b. Complete project review, plan check and inspection services within
established timelines.
c. Maintain a high level of community safety by performing annual fire and life
safety inspections of businesses, apartment complexes and institutions.
d. Secure contract services for fire & life -safety plan review and inspections of
new construction.
Managed by: Jon Canavan, Deputy Fire Chief
25 of 57 June 19, 2018, Item #3, 2
Date: June 19, 2018
To: Honorable Mayor and Members of the City Council
Honorable Chairman and Members of the Housing Authority/Successor
Agency
From: Budget Review Committee
Subject: Committee Input and Recommendations for FY 2018-19 Proposed
Financial Plan
Honorable Mayor and Members of the City Council, we, the Members of the Budget
Review Committee ("BRC"), report our observations, findings and recommendations from
our review of the Proposed Budget for FY 2018-2019.
1) INTRODUCTION
A) This Committee, in the second year of our two-year term, was once -again
tasked with reviewing the proposed annual Operating and Capital Improvement
Budget, making suggestions with respect to Budget format and terminology if
appropriate, and presenting any findings and recommendations we may have
with respect to policies pertaining to city revenues and/or expenditures. This
report represents our written submission addressing those tasks.
B) Once again, over multiple weeks, we met with the various city department
directors who discussed their respective portions of the Budget with us. These
meetings, and the ongoing discussions surrounding all aspects of the City's
proposed Budget were overseen and facilitated by the very -capable leadership
of the City Manager, Tina White. All of our questions and concerns were readily
addressed, and follow-up was provided when necessary.
C) Though it may sound repetitive, we, the Committee, want to again highlight
our observations of the superior competence and dedication of city staff. As
we note the ongoing departure of various senior staff, we implore the City
Council through the City Manager, to maintain the highest standards for those
that come into the employ of our City. As noted last year, city staff/employees
are well -compensated but that compensation is well-deserved: we are getting
true value for what we are paying. Nonetheless, Council should not disregard
the notion that employment with the City of Poway is highly -sought across all
disciplines/departments and Poway is considered a great place to work. In
26 of 57 ATTACHMENT C June 19, 2018, Item # 3, 2
Budget Review Committee
FY 2018-19 Report of Input and Recommendations
Page 2
short, the ample salary is not the only bargaining chip the City holds in
negotiating individual employment and group labor contracts.
D) As we did last year, we continue to thank the City Council for maintaining this
process of volunteer citizen review by members of the community. We think it
is beneficial not only to the City staff/Council in performing the critical task of
yearly budgeting but also of significant benefit to the citizenry at large as we
Members are able to inform our neighbors as we go forward out into the
community.
All of the Budget Review Committee members were, as in the previous year,
highly -engaged and inquisitive throughout this process. Each of the Budget
Review Committee members found the process to be rewarding. We were
delighted to volunteer our time in this effort and we trust we have provided
some significant value-added to the entire budget process.
We WOULD suggest that Council consider amending the Budget Review
Committee Charter to consider lengthening the tenure of the Members from 2
to 3 years. The current 2 -year term was specifically meant to coincide with
the City's two-year budget cycle. However, since the two-year budget cycle
was changed (for good reason) last year, to an annual full Budgeting process,
the correlation between Member terms and the budget cycle is no longer
extant. The Committee members feel that in this second year of our term, we
had a much better grasp on the myriad issues inherent in the City's budget.
Unfortunately, next year, a whole new group of citizens will have to start -over
the process of getting oriented and up -to -speed on the budget process.
Accordingly, we suggest a one-year lengthening of the term so as to take
better advantage of the knowledge gained in the initial year.
II) OBSERVATIONS and FINDINGS
A) The proposed Budget is forecasted to be balanced while still allowing for the
City's general fund reserve policy to be met. The City continues to operate
efficiently and cost-effectively. Our unanimous assessment remains that the
City of Poway continues to be fiscally sound, well-managed, self-reliant, and
financially proactive while remaining conservative in its outlook.
B) However, there are definitely "clouds on the horizon" in looking in the out years.
1) The current long-range projections (i.e. FY 2021-2022) reflect a positive
fund balance. However, this is calculated based on no increases in
payroll costs beyond the current labor contracts in place. While this is
sound long-range budgeting practice given that the reality of future labor
contract negotiations cannot be accurately forecast, it still should raise
grave concerns for the out years. Even a relatively modest increase in
27 of 57 June 19, 2018, Item #3.,2
Budget Review Committee
FY 2018-19 Report of Input and Recommendations
Page 3
all future labor contracts (and given current and projected near -future
economic conditions, we would expect to see increasing wage
pressures) will result in a negative fund balance without some
concomitant adjustments. Though this is a budget issue to be faced by
future Poway City Councils, this issue should be noted now by this
Council so as to support the continuing conservative approach to city
finances. Given other concerns and issues discussed below, the City
needs to do all possible to minimize the need for the use of the surpluses
designated for capital improvement.
2) The current budget incorporates revenues from the passage of SBI (the
"gas tax") last year. As the Council is well -aware, there is a significant
effort afoot to repeal SB1 via Citizen Initiative. Though we would not
recommend prognosticating the prospects of success for any ballot
initiative, it does not seem far-fetched to think that this repeal effort may
well -stand a significant chance of success. And if it does succeed, the
City's forecasted budget will take a hit to the tune of approximately
—$800K/year (presumably starting with the next FY cycle). Once again,
since the funds for street maintenance will have to come from
somewhere, this potential budget issue to be faced by a future Poway
City Council should be noted now by this Council as yet another reason
to support the continuing conservative approach to city finances.
The citizenry of Poway is deservedly proud of our high-level of street
maintenance. This is largely due to the 8 -year street maintenance cycle
which has been in effect. It appears that the loss of gas tax revenues
could mean a reduction of that cycle to perhaps a 10 -year cycle — a
reduction we are quite certain will not be met with much willing
acceptance from Powegians.
3) Affordable Housing in Poway. This Committee had a robust discussion
on the issues of affordable or moderate/low income housing
shortage/unavailability in Poway. During all of our meetings, there was
only one instance where public appeared and asked to speak and it was
on this issue. We were impressed by the passion and insight of Ms.
Maria Hernandez who addressed us. The issue for this Committee
when it comes to budgetary concerns is that, as is clear to all who pay
any attention, the state is breathing down the necks of municipalities to
improve affordable housing stock. It should not surprise anyone if that
trend were to increase to the point that such a drive becomes a dictate
from the State. If that were to happen, the City would be on the hook to
facilitate the development of the very low, low, and moderate housing
units spelled out in the Regional Housing Needs Assessment (RHNA)
and does not have sufficient funds for such development.
28 of 57 June 19, 2018, Item #S..2-
Budget Review Committee
FY 2018-19 Report of Input and Recommendations
Page 4
There was a consensus among the Committee members that the
Housing In -lieu fee should be increased. This fee was significantly
reduced back when the Great Recession hit our streets. With those
days behind us, it was suggested that it is time to move that fee back up
toward where it previously was and in so doing, significantly bolster the
Housing In -lieu fee fund which is now almost fully committed to other
projects.
C) CONTINUING ISSUES/REVISIT OF LAST YEAR'S REPORT
1) Cost Recovery: We reported last year that, in light of the reduced
opportunities for new revenue creation and the diminishing availability of
cost reduction, Cost Recovery should be a primary goal of City Council
budget actions. As we wrote then, full cost recovery for services is neither
reasonable to expect nor, for policy reasons, desirable to pursue; but where
the city can recover a greater percentage of its costs of services from the
users of those very services, it should. The suggested mantra is: achieve
maximum cost offset from fees charged.
a) Though admittedly a bit insular, we continue to advocate that the best
way to achieve this is to increase fees to be more in line with actual costs
and then to provide appropriate discounting of these fees to Poway
residents. This approach should be applied to every non -Poway
resident and non -City of Poway group/entity. As we said last year, this
is not a suggestion to gouge non-residents for using some of our
wonderful facilities/assets but to simply keep in mind that the citizens of
Poway are effectively subsidizing outside individuals/entities by
continuing to allow them to utilize city facilities/assets for below -cost or
worse, for free.
As part of the evaluation of fees, we encourage the City Council to
evaluate special event fees to ensure the City's costs are being offset.
We also encourage the City Council to review existing agreements that
allow for free use of city facilities to ensure the City is not losing revenue
that would otherwise be generated from rentals nor that the City is
expending staff resources for free use of facilities.
b) We continue to recommend that the various departments, where
appropriate, establish and publish cost recovery goals. We are not
aware of that having been implemented thus far. We are aware that the
Community Services department has completed a complete
reassessment of the fee structure for its various services and applaud
that effort. Having been made aware by City staff that a fee structure
analysis is most practically -accomplished by focusing on one
department at -a -time, we highly recommend that such a fee analysis
29 of 57 June 19, 2018, Item #3,.2-
Budget Review Committee
FY 2018-19 Report of Input and Recommendations
Page 5
next be completed by the Development Services department.
Especially given the current push toward new development in the City,
this Department seems ripe for such a review of its fees.
2) Traffic Engineer: We appreciate the effort by staff to assess the potential
hiring of a full-time Traffic Engineer in lieu of using a contracted service. As
it turns out, when factoring in the added personnel costs of a full-time hire
beyond just salary, it appears that the status quo remains the most prudent
approach fiscally.
3) LMDs: Pursuant to our recommendation last year, it is clear that staff did
all that was reasonable to market and communicate the need and reasoning
behind the proposed LIVID increases. Notwithstanding an extremely
successful voter participation rate, the will of the affected voters apparently
revealed little stomach for any fee increases. This issue lead to much
discussion amongst the Committee as to whether further efforts were
warranted in this regard with all Committee members at least agreeing that
pleasant landscaping along the main city thoroughfares benefits all city
residents. There was a minority suggestion that perhaps the Council should
consider proposing a city-wide tax to fully -fund the LMDs.
Rather than proposing such a tax or, alternatively, suggesting that staff just
throw up their hands and simply start cutting down trees and bushes as they
die from lack of water, there was consensus of the members that the City
Council should pursue an approach first articulated by Ms. Toni Bates at a
recent Council meeting: to create an Ad Hoc Committee of
concerned/affected citizens along with appropriate City staff personnel to
pursue a solution to this problem. This, to the Committee, seems to be the
best way forward to ensuring that any move forward is done with fully -
informed citizens. Perhaps it is best for these affected thoroughfares to be
allowed to return to their natural state? Whatever the answer, the
Committee is convinced that that should only happen after input is received
from the various stakeholders. In any case, time is of the essence since
city staff projects that, without greater intervention, significant loss of foliage
along these LMDs will occur within the year.
4) Law Enforcement Contract Increase: Though we recommended last year
that the Council explore the possibility of some level of offset to the 6%
cost increase in the SDSO Base Contract, we realize that that is not
readily attainable. In any case, it bears highlighting here, and continued
highlighting in all budget discussions, that the Safety Services Department
(police and fire combined) account for approximately 55% of all General
Fund Operating Expenditures. It can be little disputed that these two
areas are at the core of municipal services so no one on this Committee is
30 of 57 June 19, 2018, Item #—? Z
Budget Review Committee
FY 2018-19 Report of Input and Recommendations
Page 6
suggesting any level of cutbacks here. However, when adding -in all other
City fixed labor costs (total personnel costs make-up approximately 36%
of the total operating budget) that are increasing even without additional
hires due to the dictated mandates of the State PERS retirement system,
it is easy to see that a large portion of the General Fund Budget is
essentially untouchable leaving little wiggle room in the rest of the General
Fund Budget. Accordingly, it will be incumbent on the future City Council
of two years hence to hold the line on wage and other cost increases.
5) Economic Develooment Division: We continue to recommend the creation
of some sort of annual public report from the Division highlighting the
revenues and projects brought into the city that justify the Division's costs.
We have learned through staff that the new Administrator has had
continuing success in this area and therefore look forward to having such a
report available to the Poway citizenry that highlights this strong Return on
Investment (ROI) by this division. We are also informed that such a
reporting project is underway.
6) Proposed Community Center:
a) The Committee shares the concerns of staff and, we're sure, of Council,
of the escalating costs of the Cafagna Community Center reconstruction
project as construction costs inevitably keep rising. We are aware that
significant funds ($9.8 mil) have been appropriated for design and
construction and significantly -more funding will be required (an estimated
2.2 - $3.6 mil) once the final plan is approved and the project is ready to go
out to bid. We just want to reiterate here the concern over potential cost
creep while at the same time making sure that the specific programming
needs are met by this facility. In short, no one wants to expend any amount
of funds for a facility that doesn't meet the needs of the City of Poway
residents.
b) We would be remiss not to note that there is no current solution as to
where to house the Senior Center operations during the approximate 18 -
month construction forecast. Without a reasonable, convenient location to
carry -on their ongoing operations, it is of serious concern that the Senior
Center patronage will take a significant hit during the construction period
from which it may never recover.
7) PCPA Concerns: The PCPA continues to represent somewhat of an
albatross around the City's budgetary neck. Last year we recommended
the Council look at new ways/new modeling in which to approach this
valuable asset. We now implore the Council to have that bolder vision for
the operation of PCPA to which we referred last year. We think it's time for
the Council to move definitively in the exploration of the feasibility of putting
31 of 57 June 19, 2018, Item #1. 2
Budget Review Committee
FY 2018-19 Report of Input and Recommendations
Page 7
the operation of the PCPA out for bid to an outside management/operator.
Only a thorough study will tell for sure, but it appears that such an outside
contract for an entity to independently program the facility (and assume the
cost risks), while coordinating with PHS/PUSD for their needs, will result in
a significant financial benefit to the City and hopefully have the added
benefit of producing ever -more -attractive programming. In the interim and
in any case, as we know the Council is aware, the PUSD MUST be held to
their fair share contribution for the upkeep of this facility, including capital
improvement costs.
8) 45% Reserve Policy: As we stated last year, we highly concur that the City's
practices with respect to its budget reserves and its fiscally -conservative
economic philosophy are commendable and should remain the hallmark of
Poway. In that regard, the use of the 45% General Fund Reserve
requirement (broken down into the three distinct contingency areas)
appears to be an appropriate budgetary requirement for the City to follow.
Though we suggested last year that the Council hold the line on this 45%
reserve "religiously", there was substantial agreement amongst this year's
Committee members that the City should not become a "slave" to that
number.
Rather, the Committee allowed that it may well be appropriate and desirable
for the Council to allow for temporary drawdowns on this amount when
necessary. And this should not be limited to emergencies but rather when
the Council decides that such a drawdown is appropriate (for example, to
provide additional funding to key projects). It is a fund that can be tapped
when done so prudently. A suggestion was that any Council policy change
allowing this kind of drawdown be accompanied by a limit (e.g., no more
than 5% in any FY), and to have a repayment schedule that returns the fund
to its full 45% reserve within a set timeframe.
9) Poway Town Center: We applaud the definitive progress that the City has
made in moving forward on the Poway Road Specific Plan/Poway Town
Center. We meant what we said last year that the prospects of a Poway
Town Center reflect the future of Poway as a City. We are encouraged by
the progress that has been made and implore the City and Council to
continue to move forward boldly on this front. We look forward to seeing
the culmination of this project as a thriving, vibrant "downtown" center of
our City in the Country where mixed-use commercial and diverse
residential living spaces are developed with that unique Poway character.
We look forward to enjoying that part of our town in the years to come.
Thank You for your leadership on this.
32 of 57 June 19, 2018, Item #3,.2
Budget Review Committee
FY 2018-19 Report of Input and Recommendations
Page 8
III) RECOMMENDATIONS
In an effort to provide a concise list of recommendations this year, we are providing
the following in bulletized format. Most of these recommendations are discussed
above and are simply restated here for clarity:
1) Consider amending the Budget Review Committee Charter to lengthen
the tenure of the Members from 2 to 3 years.
2) Increase the Housing In -lieu fee for development back toward pre -
Recession levels.
3) Increase departmental service fees to be more in line with actual costs
incurred in providing the service. Accompany these increases with appropriate
discounting of these fees to Poway residents. Evaluate special event fees and
existing agreements that allow for free use of City facilities.
4) Conduct a fee analysis for the Development Services department.
5) Create an Ad Hoc Committee of concerned/affected citizens along with
appropriate City staff personnel to evaluate options to address the underfunded
LMDs.
6) Identify funding to bridge the significant gap between the funds currently
appropriated to design and construct the community center and the estimated
costs to construct the community center, understanding that the City still needs
to identify over $2 million just to construct the smaller of the floorplans which
may not meet programming needs. Create a plan to help the Senior Center
identify a site or sites to house its operations during the approximate 18 -month
construction forecast and find reasonable funding to accomplish this plan. It
should be recognized and openly -discussed that the Senior Center may need
to bear some of the costs of the temporary space during construction.
7) Explore the feasibility of putting the operation and/or programming of the
PCPA out for bid to an independent managementloperator.
8) Consider a Council policy change allowing for temporary drawdowns of
the 45% Reserve Fund for appropriate Council -decided needs.
9) Finally, not heretofore mentioned but a recommendation that was
generally agreed-upon by the Committee — create a City Manager Discretionary
Fund. Such a fund should be of limited amount (—$20K - $25K) and still of
course subject to the limitations on the City Manager with respect to the issuing
of Warrants. Such a Fund would provide a simple management tool for
streamlining the process by which emergent operational needs can be met.
33 of 57 June 19, 2018, Item #�.1
Budget Review Committee
FY 2018-19 Report of Input and Recommendations
Page 9
Again, as a Committee of citizens, hopefully representative of the populace at large,
we thank you for the opportunity to weigh-in on city finances and operations.
Respectfully Submitted,
Richard Ball
Marc Hennen
Vice -Chairman
34 of 57 June 19, 2018, Item # �, 2
RESOLUTION NO. 18-
A RESOLUTION OF THE CITY COUNCIL, HOUSING AUTHORITY, AND
SUCCESSOR AGENCY TO THE POWAY REDEVELOPMENT AGENCY
OF THE CITY OF POWAY, CALIFORNIA,
APPROVING AND ADOPTING THE ANNUAL BUDGET FOR THE
FISCAL YEAR 2018-19
AND APPROPRIATING THE FUNDS NECESSARY TO
MEET THE EXPENDITURE SET FORTH THEREIN
ADOPTION OF ANNUAL BUDGET
WHEREAS, the City Manager of the City of Poway has submitted to the City
Council of the City of Poway a Fiscal Year 2018-19 Financial Plan consisting of:
• An Allocated Operating Budget in the amount of $88,745,500
• An Unallocated Operating Budget in the amount of $142,700
• A Capital Improvement Program Budget of $4,377,697
• A Multi -Year Project/Program Budget of $324,499
• Bond and Debt Redemption of $1,363,090
• Loan/Transfer net activity of $287,790
• Estimated General Fund operating revenues of $47,752,320, and other
sources of $735,430
• Proposed General Fund operating expenditures of $46,512,634, other uses
of $1,614,750, and capital improvement and program expenditures of
$527,500; and
WHEREAS, the City Council of the City of Poway has heretofore considered said
budget and fixed the date of June 19, 2018 as the date for holding public hearings relative
to its adoption; and
WHEREAS, following duly given notice, the City Council of the City of Poway did
hold such public hearing, receiving, considering and evaluating all public comments.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Poway
as follows:
Section 1: The City Manager's proposed 2018-19 Budget for general and special
City purposes is approved and adopted in the amount of $90,251,290 for expenditures
(composed of allocated expenditures of $88,745,500; unallocated expenditures of
$142,700; and debt service of $1,363,090), $4,702,196 for capital project and program
expenditures; $287,790 for net City loans and transfers; and $97,418,950 in revenues.
Section 2: The monies necessary to offset the expenses incurred as detailed in
the 2018-19 Budget document, as adopted by the City Council for the City of Poway
pursuant to Section 2 hereof, are authorized by this section to be appropriated out of the
funds available to the City during the 2018-19 Fiscal Year.
35 of 57 ATTACHMENT D June 19, 2018, Item # .3, 2
Section 3: The City Manager is authorized to make such changes in
department operating, program, and capital improvement budget totals during the 2018-
2019 Fiscal Year as may be, from time to time, deemed desirable and necessary in order
to meet the City's needs.
Section 4: The City Manager is authorized to reappropriate prior year's
unexpended encumbered funds as of June 30, 2018 for work in progress.
Section 5: The Capital Improvement Projects of the City of Poway are in
conformance with the City of Poway Comprehensive Plan as governed by Section 65402
of the California Government Code.
IL APPROPRIATIONS OF FUND BALANCES
WHEREAS, it has been determined that appropriating unappropriated reserve
monies in various funds in a manner corresponding to the operational mode of the City is
reasonable and proper; and
WHEREAS, funds established and monies appropriated shall not be considered
as restricted totally in their availability and use and amounts may be adjusted between
funds as necessary to serve the future needs of the City of Poway.
NOW, THEREFORE, the City Council of the City of Poway does hereby direct that
any unappropriated balance in the General Fund as of June 30, 2018, shall be
automatically appropriated into the Contingency Fund therein;
That any unappropriated balance in the Water Fund as of June 30, 2018, shall be
automatically appropriated into the Contingency Fund therein; and
That any unappropriated balance in the Sewer Fund as of June 30, 2018, shall be
automatically appropriated into the Contingency Fund therein.
HI. COLLECTION AND EXPENDITURE OF DEVELOPER DEPOSITS
WHEREAS, deposits will be accepted in the Developer Deposit Funds (Fund 761
-763) during the fiscal year based upon the levels of development activity; and
WHEREAS, the City is responsible for administering these deposits, including
collection and disbursement of funds as necessary to pay for development services.
NOW, THEREFORE, be it resolved that the City Council hereby authorizes
expenditures of developer deposit funds on hand on July 1, 2018, together with any funds
collected during Fiscal Year 2018-19.
•
36 of 57 June 19, 2018, Item#2.2
IV. CAPITAL IMPROVEMENT PROGRAM APPROPRIATIONS
WHEREAS, the financial plan provides for the appropriation of monies for Capital
Improvement Projects; and
WHEREAS, these projects may span multiple fiscal years.
NOW, THEREFORE, the City Council hereby authorizes a continuing
appropriation for the balances remaining in Capital Improvement Projects active as of
June 30, 2018, and directs that the authorized appropriation shall be brought forward to
be used in the Fiscal Year 2018-19 Capital Improvement Project program or until the
completion of these projects.
V. COLLECTION AND EXPENDITURE OF BUILDING AND FIRE INSPECTION
FEES
WHEREAS, fees collected by the City for building and fire inspection services
offset the City's contractual expenditures to provide inspection services.
NOW, THEREFORE, be it resolved that the City Council hereby authorizes the
expenditure of all such fees collected during Fiscal Year 2018-19, at the discretion of the
City Manager, provided that these fees be spent for the provision of said contractual •
building and fire inspection services.
VL COLLECTION AND EXPENDITURE OF DONATIONS TO TRUST FUND
WHEREAS, donations are accepted by the City for deposit to donor specified City
Trust Funds for the purpose of supporting associated programs.
NOW, THEREFORE, be it resolved that the City Council hereby authorizes the
expenditure of all such revenues collected during Fiscal Year 2018-19, at the discretion
of the City Manager, provided that these expenditures be spent in accordance with the
purposes of the individual Trust Funds.
PASSED, ADOPTED AND APPROVED, by the City Council of the City of Poway,
ata regular meeting thereof this 19th day of June 2018.
Steve Vaus, Mayor
ATTEST:
Nancy Neufeld, CMC, City Clerk
37 of 57 June 19, 2018, Item#1,2
STATE OF CALIFORNIA )
) ss.
COUNTY OF SAN DIEGO )
I, Nancy Neufeld, CMC, City Clerk of the City of Poway, do hereby certify under
penalty of perjury that the foregoing Resolution No. 18- was duly adopted by the
City Council at a meeting of said City Council held on the 19th day of June 2018, and that
it was so adopted by the following vote:
AYES:
NOES:
ABSENT:
DISQUALIFIED:
Nancy Neufeld, CMC, City Clerk
City of Poway
38 of 57 June 19, 2018, Item# .3. 2
RESOLUTION NO. 18-
A RESOLUTION OF THE CITY COUNCIL, HOUSING
AUTHORITY, AND SUCCESSOR AGENCY TO THE
POWAY REDEVELOPMENT AGENCY OF THE CITY OF
POWAY, CALIFORNIA, APPROVING AMENDMENTS TO
THE CITY'S FINANCIAL PROGRAM FOR THE FOURTH
QUARTER FISCAL YEAR 2017-2018
WHEREAS, on June 20, 2017, the City Council of the City of Poway adopted the
Poway Financial Program for Fiscal Year 2017-18;
WHEREAS, a review of revenue and expenditure activity during fourth quarter
has determined that certain amendments to the Fiscal Year 2017-18 Poway Financial
Program are necessary.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Poway
that the additional appropriations and transfers attached hereto as Exhibit "A" and
incorporated herein by this reference are approved.
PASSED, ADOPTED AND APPROVED by the City Council of the City of Poway
at a regular meeting this 19th day of June 2018.
Steve Vaus, Mayor
ATTEST:
Nancy Neufeld, CMC, City Clerk
39 of 57 ATTACHMENT E June 19, 2018, Item#gZ
STATE OF CALIFORNIA )
SS
COUNTY OF SAN DIEGO )
I, Nancy Neufeld, City Clerk, of the City of Poway, do hereby certify under penalty of
perjury that the foregoing Resolution No. 18- was duly adopted by the City Council at a
meeting of said City Council held on the 19th day of June 2018, and that it was so adopted
by the following vote:
AYES:
NOES:
ABSENT:
DISQUALIFIED:
Nancy Neufeld, CMC, City Clerk
City of Poway
ATTACHMENT:
Exhibit A
40 of 57 June 19, 2018, Item#,3,2
Fourth Quarter Recommended Appropriations to City Financial Program for Fiscal Year 2017-18
Operating Budgets-Expenditures
Community Services
Division Fund Account Description I Amount
Community Park(0208) 'General Fund(100) 14118 (Leisure Services I 35,650
Total Community Services I 35,650
Safety Services
Division Fund Account I Description Amount
Fire Suppression(0501) (General Fund(100) 14106 (Dispatch Fee 19,830
Total Safety Services I 19,830
Operating Budgets-Revenues
Community Services
Division I Fund Account Description I Amount
Community Park(0208) (General Fund(100) I I I 35,650
Total Community Services I 35,650
Debt Service/Transfers/Loans/Allocations
Division Fund Account Description I Amount
Interfund Transfers-out(2003) General Fund(100) 5330 Interfund Transfers-out 502,950
Interfund Transfers-in(2002) Capital Improvement Fund(106) 5320 Interfund Transfers-in I (502,950)
Total Debt Service/Transfers/Loans -
Capital Improvement Projects
Library Landscape Conversion General Fund(100) 1167C (31,076)
Lake Poway Boat Dock General Fund(100) 1634A (10,182)
Community Park Playground General Fund(100) 1636A (26,805)
Total Capital Improvement Projects (68,063)
Summary
Fourth Quarter Operating Budget Adjustments-Expenditures I 55,480
Fourth Quarter Operating Budget Adjustments-Revenues I (35,650)
Fourth Quarter Budget Adjustments-Program/CIP I (68,063)
Net Fourth Quarter Budget Adjustments I (48,233)
41 of 57 June 19, 2018, Item #3.2.
RESOLUTION NO. 18-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
POWAY, CALIFORNIA, APPROVING CHANGES TO THE
POSITION CLASSIFICATION PLAN
WHEREAS, classification systems are fluid and dynamic and should be updated
periodically based on changing needs of and the public services provided to the community;
WHEREAS, the Fiscal Year 2018-19 budget includes approved personnel changes;
WHEREAS, the changes include two new classifications added to the Position
Classification Plan: 1)Community Outreach Coordinator(retitled from Management Analyst in the
City Manager's Office), and 2) Senior Utility Systems Mechanic (reclassified from an existing
Utility Systems Mechanic in the Utilities Division of the Public Works Department);
WHEREAS, additional cleanup changes were made to the attached Position Classification
Plan to accurately reflect previously authorized positions by the City Council; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Poway as
follows:
Section 1: The above recitals are true and correct;
Section 2: The classifications in the City of Poway Position Classification Plan, attached
as Exhibit A, are approved;
Section 3: The two new proposed classifications and related classification specifications
(job descriptions) are attached (as Exhibits B and C) and on file in the Human Resources and•
Risk Management Department with all other classification specifications; and
Section 4: The Position Classification Plan will be effective June 19, 2018.
PASSED, ADOPTED AND APPROVED by the City Council of the City of Poway,
California, at a regular meeting this 19th day of June 2018.
Steve Vaus, Mayor
ATTEST:
Nancy Neufeld, CMC, City Clerk
ATTACHMENT F
42 of 57 June 19, 2018, Item#3.,
STATE OF CALIFORNIA )
SS
COUNTY OF SAN DIEGO )
I, Nancy Neufeld, City Clerk of the City of Poway, California, do hereby certify under
penalty of perjury that the foregoing Resolution No. 18- was duly adopted by the City Council at
a meeting of said City Council held on the 19th day of June 2018, and that it was so adopted by
the following vote:
AYES:
NOES:
ABSENT:
DISQUALIFIED:
Nancy Neufeld, CMC, City Clerk
City of Poway
ATTACHMENTS:
Exhibit A: City of Poway Position Classification Plan
Exhibit B: Class Specification for Community Outreach Coordinator
Exhibit C: Class Specification for Senior Utility Systems Mechanic
•
43 of 57 June 19, 2018, Item is 2
EXHIBIT A
City of Poway
Position Classification Plan
Effective June 19, 2018
n,stit ati.._ IctastiLnbou (Classification
Accountant Economic Development Administrator Recreation Supervisor
Accounting Technician I Engineering Inspector Seasonal Parks Maintenance Worker
Accounting Technician II Engineering Technician I Senior Accountant
Administrative Assistant I Engineering Technician II Senior Accounting Technician
Administrative Assistant II Equipment Mechanic Senior Administrative Assistant
Administrative Assistant III Executive Assistant to the City Manager Senior Civil Engineer
Aquatics Coordinator Facilities Maintenance and Special Districts Supervisor Senior Code Compliance Officer
Assistant City Manager Facilities Maintenance Crew Leader Senior Dock Attendant
Assistant Director of Public Works for Maintenance Operations Facilities Maintenance Technician I Senior Equipment Mechanic
Assistant Director of Public Works for Utilities Facilities Maintenance Technician II Senior Fire Safety Inspector
Assistant Engineer Finance Manager ISenior Human Resources Analyst
Assistant Planner Fire Battalion Chief Senior Lifeguard
Associate Civil Engineer Fire Captain/Paramedic Senior Management Analyst
Associate Planner Fire Engineer/Paramedic Senior Park Ranger
Box Office Attendant Fire Safety Inspector Senior Parks Maintenance Crew Leader
Box Office Coordinator Firefighter/Paramedic Senior Planner
Budget Administrator Fleet Maintenance Supervisor Senior Recreation Supervisor
City Clerk Front of House Assistant Senior Utility Systems Mechanic
City Engineer Front of House Coordinator Senior Utility Systems Technician
City Manager GIS Analyst Special Projects Engineer
City Planner GIS Technician I Stage Technician
Code Compliance Officer GIS Technician II Stormwater Maintenance&Construction Worker I
Community Outreach Coordinator Human Resources Technician I Stormwater Maintenance&Construction Worker II •
Community_Services Manager Human Resources Technician II Technical Theater Coordinator
Construction Maintenance Crew Leader Information Technology Analyst Utility Systems Mechanic
Construction Maintenance Supervisor Information Technology Manager Utility Systems Supervisor
Construction Maintenance Worker I Intern Utility Systems Technician
Construction Maintenance Worker II Lead Customer Services Field Worker Warehouse Associate
Contract Specialist/Inspector Lead Engineering Inspector Wastewater Utilities Crew Leader
Cross-Connection Specialist Lifeguard Wastewater Utilities Supervisor
Customer Services Field WorkerManagement Analyst Wastewater Utilities Worker I
Customer Services Supervisor Management Assistant Wastewater Utilities Worker II
Customer_Services Technician I Network and Computer Systems Administrator Water Meter Reader
Customer Services_Technician II _ Park Ranger Water Treatment Plant Operator I
Deputy Fire Chief Parks Maintenance Crew Leader Water Treatment Plant Operator II
Development Services Aide Parks Maintenance Supervisor Water Treatment Plant Operator Ill
Director of Community Services Parks Maintenance Worker I Water Treatment Plant Supervisor
Director of Development Services Parks Maintenance Worker II Water Utilities Crew Leader
Director of Finance Public Works Operations Manager Water Utilities Distribution Supervisor
Director of Human Resources&Risk Management Records Technician Water Utilities Worker I
Director of Public Works Recreation Coordinator Water Utilities Worker II
Director of Safety Services Recreation Leader I
Dock Attendant Recreation Leader II '
44 of 57 June 19, 2018, Item tt 3,a
.GMK . k w'9Y
FLSA: EXEMPT
r_ Y, /
'i,
f e
....QT, IV THE CO`.
Community Outreach Coordinator
DEFINITION
As the City of Poway looks to increase its outreach and communication efforts, the Community Outreach
Coordinator will develop and implement Citywide public information programs and campaigns to
residents, businesses and community groups on various City initiatives. The Community Outreach
Coordinator works with various departments to assist with dissemination of information and promotional
materials to the public and media regarding City services, activities, events and projects. This position
creates a proactive public relations environment with the community.
SUPERVISION RECEIVED AND EXERCISED
The Community Outreach Coordinator is an exempt, regular. full-time position working in the City
Manager's Office under general supervision and direction from assigned supervisor or management
personnel. This position exercises no direct supervision over staff but may provide technical and
functional direction to lower-level staff.
CLASS CHARACTERISTICS
This is a journey-level class that performs the full range of duties required to ensure City information is
communicated effectively and responsibly. Positions at this level receive some instruction or assistance
as new or unusual situations arise and are fully aware of the operating procedures and policies of the work
unit.
EXAMPLES OF ESSENTIAL FUNCTIONS(Illustrative Only)
Management reserves the right to add, modifia change or rescind the work assignments of different
positions and to make reasonable accommodations so that qualified employees can perform the essential
functions of the job.
> Develops and implements Citywide and department specific communication policies, procedures
and standards.
> Represents the City to residents in explaining City projects and activities; provides outreach and
public education programs to the community.
> Plans, develops and distributes print and electronic materials to convey the City's goals,
messages, presence, image and effectiveness.
> Plans and develops media programs and campaigns designed to keep the public informed of City
services, accomplishments or programs.
> Prepares and distributes fact sheets, press releases, articles, and public information
announcements to media representatives.
> Designs. writes, edits and produces public information materials such as display advertising.
brochures. flyers. direct mail materials, newsletter articles, City bulletin boards, information
kiosks and videos.
> Develops and maintains information for the City's website and social media sites, monitors and
responds to comments and inquiries received from the public via social media sites.
> Plans and conducts outreach events such as ground breaking or ribbon cutting ceremonies.
45 of 57 June 19, 2018, Item#52
> Answers media inquiries and coordinates and schedules interviews with staff and council.
> May need to respond or work outside of normal business hours depending on the needs of the
City for communication to the public or within the organization.
> When the Emergency Operations Center is activated. serves as the primary conduit for
information to the media and the public regarding status of emergency and protection of life and
property advisories.
> Other related duties, as assigned.
QUALIFICATIONS
Knowledge of:
> Principles, practices. techniques and methods of gathering, preparing and disseminating public
information.
> Associated Press style print guidelines and broadcast standard style writing.
> Principles and practices of journalism. public relations and mass communications.
> Ethical principles and practices related to the field of journalism.
> Principles and techniques of photography.graphic design and multi-media presentation formats.
> Techniques and practices of organization and coordination of programs. activities and special
events.
> Methods of planning and implementing an effective public information program.
> Promotional public relations activities related to municipal government.
> Principles, procedures and strategies of electronic and digital communications in the public-sector
environment.
> Journalistic standards, principles and practices relating to professional writing and
correspondence, including Associated Press style.
> Computer software and applications related to website development and maintenance, and video
creation.
> Social media sites including Facebook. Twitter. YouTube and Linkedln.
> Applicable Federal. State and local laws,codes and regulations.
> Recordkeeping principles and procedures.
> English usage,grammar. spelling, vocabulary and punctuation.
> Techniques for effectively representing the City in contacts with governmental agencies,
community groups and various business. professional, educational, regulatory and legislative
organizations.
> Techniques for providing a high level of customer service by effectively dealing with the public,
vendors, contractors and City staff.
Ability to:
> Assist in the development of goals, objectives, policies. procedures and work standards for the
department.
> Plan and conduct effective outreach. management and administrative studies.
> Conduct research on a wide variety of community outreach topics.
> Analyze, interpret, summarize, and present administrative and technical information and data in
an effective manner to the public.
> Evaluate and develop improvements in communication, community events. programs or other
areas.
> Research. analyze and evaluate new service delivery methods. procedures and techniques.
> Prepare clear and concise reports, correspondence and other written materials.
> Interpret and explain City policies and procedures. codes. regulations and ordinances with the
general public.
> Develop organization wide branding initiatives.
46 of 57 June 19, 2018, Item#5.2
• Effectively represent the City in meetings with governmental agencies, community groups and
various businesses, professional and regulatory organizations, and in meetings with individuals.
> Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner;
organize own work,set priorities,and meet critical time deadlines.
Operate modem office equipment including computer equipment and specialized software and
web-based application programs, including social media applications.
> Understand and follow oral and written instructions.
i Exercise good judgment, fexibility, creativity and sensitivity in response to changing situations
and needs.
> Use English effectively to communicate in person. over the telephone, and in writing.
> Use tact, initiative, prudence and independent judgment within general policy, procedural and
legal guidelines.
> Establish, maintain and foster positive and harmonious working relationships with those
contacted in the course of work.
Experience:
Three years of professional-level journalistic, public relations or related experience.
Ed uca tion/Train ing:
A Bachelor's Degree or equivalent education (i.e., minimum completed California units = 120 semester/
I80 quarter) from an accredited educational institution with major coursework in Journalism, English,
Marketing, Communications, Business, Public Administration or a related field.
Licenses and Certifications:
Valid California class C driver's license with satisfactory driving record.
PHYSICAL DEMANDS
Must possess mobility to work in a standard office setting and use standard office equipment. including a
computer; vision to read printed materials and a computer screen; and hearing and speech to communicate
in person. before groups. and over the telephone. This is primarily a sedentary office classification
although standing in work areas and walking between work areas may be required. Finger dexterity is
needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard
office equipment. Positions in this classification occasionally bend, stoop. kneel, reach, push and pull
drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry.
push and pull materials and objects weighing up to 25 pounds.
ENVIRONMENTAL ELEMENTS
Employees work in an office environment with moderate noise levels, controlled temperature conditions,
and no direct exposure to hazardous physical substances. Employees may work in the field at times and
occasionally be exposed to loud noise levels, cold and hot temperatures, inclement weather conditions.
road hazards, vibration, and hazardous physical substances and fumes. Employees may interact with
upset staff and/or public and private representatives in interpreting and communicating departmental
policies and procedures.
WORKING CONDITIONS
May be required to be on-call and to work various shifts or emergencies on evenings, weekends, and
holidays. In case of a Citywide emergency or natural disaster, employees in this class may be required to
serve as an Emergency Responder.
Revised: June 2018
47 of 57 June 19, 2018, Item*45.z
0.. WNY
II FLSA: NON-EXEMPT
,Sf Cnl_•IN THE G� �
SENIOR UTILITY SYSTEMS MECHANIC
DEFINITION
This position performs operation, maintenance and repair activities related to water treatment, water
distribution, wastewater collection, reclaimed pumping and storage,and chemical feed systems. The
incumbent troubleshoots motor control panels and SCA DA operation; performs repair and maintenance
work related to auxiliary machinery including large pumps, and valves; and mixes chemical reagents for
analyzers and chlorinators. •
SUPERVISION RECEIVED AND EXERCISED
Receives general supervision from the Utility Systems Supervisor or assigned supervisor. Exercises no
direct supervision over staff but may provide technical and functional direction to lower-level staff.
CLASS CHARACTERISTICS
This is the full journey-level class that performs the full range of duties required to ensure that City
infrastructure, systems and facilities to which assigned are maintained in a safe and effective working
condition and provide the highest level of safety for public use. Responsibilities include inspecting and
attending to assigned areas in a timely manner and performing a wide variety of tasks in the maintenance
and repair of assigned facilities and systems. Positions at this level are distinguished from the Mechanic
level by the performance of the full range of duties as assigned, working independently, and exercising
judgment and initiative. Positions at this level receive only occasional instruction or assistance as new or
unusual situations arise and are fully aware of the operating procedures and policies of the work unit.
This class is distinguished from the Utilities Systems Supervisor in that the latter is the full supervisory-
level class in the series responsible for organizing, assigning, supervising and reviewing the work of
assigned staff involved in utility systems maintenance.
When filled from the outside, the employee is required to have prior related experience that allows the
employee to meet the qualification standards for the Senior level.
EXAMPLES OF ESSENTIAL FUNCTIONS (Illustrative Only)
Management reserves the right to add, modifi+. change or rescind the work assignments of different
positions and to make reasonable accommodations so that qualified employees can perform the essential
functions of the job.
Performs a wide variety of duties and activities involved in the inspection, maintenance, repair
and replacement of structures. machinery and equipment at the City's water treatment plant, water
storage reservoir, potable and reclaimed water pumping stations. wastewater lift stations and
back-flush pumping systems.and related equipment, appurtenances and facilities.
Checks, inspects, dismantles, tests, replaces, troubleshoots, adjusts and maintains pumps, motors,
compressors. generators, pressure reducing stations. altitude valves. pump control valves, surge
tanks, shock traps, hydro-pneumatic tanks, reservoirs, wet wells and water treatment plant
equipment and related systems, facilities and appurtenances.
Troubleshoots, repairs, removes and reinstalls new and rebuilt pumps, motors, pilot valves.
pressure reducing station valves, pump controls and altitude valves.
48 of 57 June 19, 2018, Item#.32
> Operates. tests, maintains and adjusts settings on hydro-pneumatic tanks.
> Inspects and test-runs all stationary and portable generators.
> Rebuilds and maintains chemical feed systems, chlorinators, chlorine injectors. chlorine vacuum
regulators and ammonia systems.
> Inspects and troubleshoots 120/240/480-volt motor control center.
> Troubleshoots and retrofits pump stations, pressure reducing stations, and related telemetry.
> Performs the full range of skilled maintenance work including plumbing, pipefitting, painting.
welding, fabricating,carpentry. masonry and millwrighting.
> Makes SCA DA operation changes to the system.
> Operates telemetry and spread spectrum radios; responds to alarms and troubleshoots problems.
> Operates a variety of tools and equipment including hand and power tools, portable pumps,
compressors, welders and other specialized equipment used in the inspection, maintenance, repair
and replacement of assigned systems and facilities.
> Develops, schedules and carries out a preventive maintenance program; performs inspections of
structures, machinery and equipment; makes recommendations regarding changes in maintenance
work procedures.
> Takes water quality samples and performs basic tests; collects and prepares monthly wastewater
samples for laboratory.
> Tests chlorine and nitrogen levels at reservoirs for compliance and adjusts pressure reducing
stations and altitude valves as needed; inspects reservoirs for safety and functional aspects.
> Checks and adjusts dam, spillway. lake level. Piezometer readings and flushes Piezometer lines
and various pressure reducing stations to maintain water quality.
> Plans assigned work projects; prepares estimates of time and materials needed to perform
assigned repairs and maintenance; ensures adequate materials and supplies are available for
proper performance of maintenance work; assists in requisitioning and maintaining inventory of
equipment, tools. parts. and supplies used in the maintenance and repair duties.
> Reads and interprets technical manuals and blueprints to facilitate installation, servicing, repair
and replacement services and activities.
> Monitors contractors working with and around utility systems to ensure the work is appropriately
performed to City standards; checks pre-construction plans to verify proper integration of new
appurtenances into the City's utility systems; addresses discrepancies as necessary.
> Responds to customer complaints and inquiries regarding the taste, color, odor, pressure and/or
chlorine levels of drinking water; sets up pressure recorders and performs other tests; analyzes
data and makes changes and repairs to the system as necessary.
> Maintains public facilities. pump and lift stations, shop and garage areas, storage sites. and other
work areas in a clean and orderly condition, including securing equipment at the close of the
workday.
> Maintains accurate computerized logs and records of work performed and materials and
equipment used; prepares reports as required.
> Assists Utility Systems Technician on higher level electrical work, as needed.
> Responds to after-hours emergencies.
> Maintains attendance and punctuality that is observant of scheduled hours on a regular basis.
> Performs other duties as assigned.
QUALIFICATIONS
Knowledge of:
> Basic principles and practices of work direction and training.
> Waterworks mathematics applicable to hydraulics and chemical dosing.
> Confined space protocol.
49 of 57 June 19, 2018, Item#3.2,
> The operation and minor maintenance of a variety of hand and power tools, vehicles and
equipment.
> Principles, theories, practices, tools and materials as they relate to the inspection, maintenance.
repair and replacement of structures. machinery and equipment at the City's water treatment plant,
water storage reservoir, potable and reclaimed water pumping stations, wastewater lift stations
and back-flush pumping systems,and related equipment, appurtenances and facilities.
> Materials, methods, practices and equipment used in treatment plant maintenance and repair
work.
> Operation of water treatment plant, distribution system, hydraulic gradients and water and
wastewater pumping equipment and facilities.
> Chemicals, chemical feed systems, chlorinators, vacuum regulators, chemical pumps, diffusers
and chemical dosages.
> The operation and maintenance of a wide variety of shop equipment, hand, power and motorized
tools and machinery.
> Operational characteristics of hydraulics, pumps, motors, compressors, pressure-relief stations,
generators, altitude valves, pump control valves, surge tanks, and hydro-pneumatic tanks.
> SCADA computer and control systems.
> Types and level of maintenance and repair activities generally performed in repair and
maintenance of water and wastewater structures, machinery, equipment and grounds.
> Applicable Federal, State and local laws.codes and regulations.
Occupational hazards and safety equipment and practices related to the work.
> Safe driving rules and practices.
> Principles of recordkeeping.
Basic computer software related to work.
> English usage, spelling, vocabulary, grammar and punctuation.
> Techniques for providing a high level of customer service by effectively dealing with the public,
vendors, contractors and City staff.
Ability to:
> Perform responsible mechanical maintenance and repair work with accuracy and minimal
supervision.
> Troubleshoot maintenance problems and determine materials and supplies required for repair.
> Perform routine equipment maintenance.
> Troubleshoot a variety of complex mechanical maintenance problems.
> Safely and effectively use and operate hand tools, mechanical equipment, power tools and light to
heavy equipment required for the work.
> Maintain tools and equipment in a clean working condition providing for proper security.
> Accurately determine project material needs and recommend purchases.
> Correctly interpret and apply the policies, procedures, laws and regulations pertaining to assigned
programs and functions.
> Make accurate arithmetic calculations.
> Read, interpret and apply a wide variety of technical information from manuals, drawings,
specifications. layouts, blueprints and schematics.
> Maintain accurate logs, records and basic written records of work performed.
> Understand and follow oral and written instructions.
> Follow department policies and procedures related to assigned duties.
> Operate modem office equipment including computer equipment and software.
> Exercise good judgment. Flexibility. creativity and sensitivity in response to changing situations
and needs.
> Organize own work,set priorities, and meet critical time deadlines.
> Use English effectively to communicate in person, over the telephone, and in writing.
50 of 57 June 19, 2018, Item#3,2_
> Use tact. initiative, prudence and independent judgment within general policy, procedural and
legal guidelines.
> Establish, maintain and foster positive and harmonious working relationships with those
contacted in the course of work.
Experience:
Four years of experience equivalent to or at the Utility Systems Mechanic level within the City of Poway.
Education/Training:
Equivalent to the completion of the 12th grade supplemented by specialized training in the maintenance
of utility facilities and equipment.
Licenses and Certifications:
> Possess and maintain a valid class A driver's license.
> Possess and maintain a D3 Water Distribution Operator Certificate issued by the State Water
Resources Control Board (SWRCB). Possession of a T2 Water Treatment Operator Certificate
issued by the SWRCB is highly desirable.
> Possess and maintain First Aid/CPR Certificate.
▪ Mobile Crane Operation certification is highly desirable.
> Ability to pass SCBA Fitness Testing and the certification process.
> Ability to obtain and maintain a Confined Space Certificate.
PHYSICAL DEMANDS
Must possess mobility to work in and around water treatment plants and water and wastewater pump/lift
stations and related utility systems and facilities; strength, stamina and mobility to perform light to
medium physical work, to work in confined spaces and around machines, to climb and descend ladders.
and to operate varied hand and power tools and equipment. and to operate a motor vehicle and visit
various City sites; vision to read printed materials and a computer screen; and hearing and speech to
communicate in person and over the telephone or radio. The job involves fieldwork requiring frequent
walking in operational areas to identify problems or hazards. Finger dexterity is needed to access, enter
and retrieve data using a computer keyboard or calculator and to operate above-mentioned tools and
equipment. Positions in this classification bend, stoop, kneel, reach and climb to perform work and
inspect work sites. Employees must possess the ability to lift, carry, push and pull materials and objects
weighing up to 100 pounds. or heavier weights with assistance and/or with the use of proper equipment.
ENVIRONMENTAL ELEMENTS
Employees work in and around water and wastewater utilities and in the field and are exposed to loud
noise levels, cold and hot temperatures, inclement weather conditions, road hazards, vibration, confining
workspace, chemicals. mechanical and/or electrical hazards. and hazardous physical substances and
fumes. Employees may interact with upset staff and/or public and private representatives. and contractors
in interpreting and enforcing departmental policies and procedures.
WORKING CONDITIONS
May be required to be on-call and to work various shifts or emergencies on evenings, weekends, and
holidays. In case of a City-wide emergency or natural disaster, employees in this class may be required to
serve as an Emergency Responder.
Revised: June 2018
51 of 57 June 19, 2018, Item #og.z
RESOLUTION NO. 18-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
POWAY, APPROVING THE WAGE AND SALARY SCHEDULES
FOR THE CALIFORNIA TEAMSTERS LOCAL 911
REPRESENTING NON-SAFETY EMPLOYEES AND
APPROVING THE WAGE AND SALARY SCHEDULES FOR THE
MANAGEMENT/CONFIDENTIAL EMPLOYEE GROUP
WHEREAS, the City Council approved wage and salary increases for the California
Teamsters Local 911 and the Management/Confidential Group on June 20, 2017, after a good
faith meet and confer process;
WHEREAS, the Wage and Salary Schedules were effective June 20, 2017,for Fiscal Year
2017-18 and June 18, 2018, for Fiscal Year 2018-19;
WHEREAS, the Wage and Salary Schedule for the Management/Confidential Group was
revised on August 11, 2017, to reflect minor personnel changes made in the Human Resources
and Risk Management Department;
WHEREAS, the Fiscal Year 2018-19 budget includes approval for minor personnel
changes in several City departments;
WHEREAS, it is necessary to establish the revised Wage and Salary Schedules for the
non-safety, management, supervisory, professional and confidential employees based on
personnel changes incorporated in the Fiscal Year 2018-19 budget of the City of Poway; and
WHEREAS, the City Council of the City of Poway wishes to adopt said Wage and Salary
Schedules;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Poway as
follows:
Section 1: That the Wage and Salary Schedules for Non-Safety Bargaining Unit
Employees attached hereto as Exhibit A, is hereby adopted, effective June 19, 2018.
Section 2: That the Wage and Salary and Schedules for the Management/Confidential
group of employees and unrepresented employees, attached hereto as Exhibit B, is
hereby adopted, effective June 19, 2018.
PASSED, ADOPTED AND APPROVED by the City Council of the City of Poway,
California, at a regular meeting this 19th day of June 2018.
Steve Vaus, Mayor
ATTEST:
Nancy Neufeld, CMC, City Clerk
ATTACHMENT G
52 of 57 June 19, 2018, Item#-3.2
•
STATE OF CALIFORNIA )
SS
COUNTY OF SAN DIEGO )
I, Nancy Neufeld, City Clerk of the City of Poway, California, do hereby certify under
penalty of perjury that the foregoing Resolution No. 18- was duly adopted by the City Council
at a meeting of said City Council held on the 19th day of June 2018, and that it was so adopted
by the following vote:
AYES:
NOES:
ABSENT:
DISQUALIFIED:
Nancy Neufeld, CMC, City Clerk
City of Poway
ATTACHMENTS:
Exhibit A: Wage and Salary Schedules for Non-Safety Bargaining Unit Employees
Exhibit B: Wage and Salary and Schedules for the Management/Confidential Group
53 of 57 June 19, 2018, Item #sa
EXHIBIT A
City of Poway
Non-Safety Salary Schedule
EFFECTIVE Juno 19,2018
Classification Title m.wrKr m4 Range
ClStep A Step B Step C Step D Step E
Accounting Technician I 40.5 19.1880 20.1477 21.1548 22.2126 I 23.3231
Administrative Assistant I 36 4 16.9394 17.7863 18.6759 196093 I 20.5896
Administrative Assistant II 39 18.2419 19.1540 20.1119 21.1171 22.1727
Administrative Assistant III 45 21.1549 22.2129 23.3238 24.4893 25.7136
Aquatics Coordinator 44 20.6389 21.6711 22.7549 23.8920 25.0864
Box Office Attendant 36 16.9394 17.7863 18.6759 19.6093 20.5896
Box Office Coordinator 44 20.6389 21.6711 22.7549 23.8920 25.0864
Construction Maintenance Crew Leader 51 24.5332 25.7601 27.0484 28.4000 29.8199
Construction Maintenance Worker I 41 19.1653 20.1237 21.1301 22.1861 23.2952
Construction Maintenance Worker II 45 21.1549 22.2129 23.3238 24.4893 25.7136
Contract Specialist/Inspector 58 29.1623 30.6206 32.1520 33.7587 35.4464
Cross-Connection Specialist 58 29.1623 30.6206 32.1520 33.7587 35.4464
Customer Services Field Worker 50 23.9348 25.1318 26.3887 27.7073 29.0926
Customer Services Technician I 40.5 19.1880 20.1477 21.1548 22.2126 23.3231
Customer Services Technician II 44.5 21.3201 22.3861 23.5055 24.6808 25.9147
Development Services Aide 36 16.9394 17.7863 18.6759 19.6093 20.5896
Dock Attendant 27 13.5637 14.2420 14.9542 15.7018 16.4866
Engineering Inspector 59 29.8914 31.3861 32.9558 34.6027 36.3326
Engineering Technician I 55 27.0801 28.4343 29.8563 31.3483 32.9155
Engineering Technician II 59 29.8914 31.3861 32.9558 34.6027 36.3326
Equipment Mechanic 52 25.1465 26.4041 27.7246 29.1100 30.5654
Facilities Maintenance Crew Leader 55 27.0801 28.4343 29.8563 31.3483 32.9155
Facilities Maintenance Technician I 45 21.1549 22.2129 23.3238 24.4893 25.7136
Facilities Maintenance Technician II 49 23.3510 24.5188 25.7451 27.0315 28.3830
Front of House Assistant 36 16.9394 17.7863 18.6759 19.6093 20.5896
Front of House Coordinator 44 20.6389 21.6711 22.7549 23.8920 25.0864
GIS Technician I 55 27.0801 28.4343 29.8563 31.3483 32.9155
GIS Technician II 59 29.8914 31.3861 32.9558 34.6027 36.3326
Intern 36 16.9394 17.7863 18.6759 19.6093 20.5896
Lead Customer Services Field Worker 56 27.7571 29.1452 30.6027 32.1320 33.7384
Lead Engineering Inspector 67 36.4198 38.2411 40.1535 42.1601 44.2678
Lifeguard 29 14.2504 14.9631 15.7113 16.4967 17.3213
Park Ranger 37 17.3629 18.2310 19.1428 20.0995 21.1043
Parks Maintenance Crew Leader 51 24.5332 25.7601 27.0484 28.4000 29.8199
Parks Maintenance Worker I 41 19.1653 20.1237 21.1301 22.1861 23.2952
Parks Maintenance Worker II 45 21.1549 22.2129 23.3238 24.4893 25.7136
Records Technician 47 22.2259 23.3374 24.5046 25.7290 27.0153
Recreation Coordinator 44 20.6389 21.8711 22.7549 23.8920 25.0864
Recreation leader I 29 14.2504 14.9631 15,7113 16,4967 17.3213
Recreation Leader II 33 15.7299 16.5164 17.3424 18.2092 19.1195
Seasonal Parks Maintenance Worker I 31 14.9719 15.7206 16.5067 17.3318 18.1982
Senior Administrative Assistant I 49 I 23.3510 24.5188 25.7451 27.0315 28.3830
Senior Dock Attendant I 31 I 14.9719 I 15.7206 I 16.5067 I 17.3318 I 18.1982
Senior
6.5
28.7288
30.152 I 31.67 33.2571 34. 200
Senior Lifeguard Equipment Mechanic I 533 I 15.7299 ( 16.5164 I 173424 ' 18.2092 I 9.1195
Revised June 19.2018
54 of 57 June 19, 2018, Item#3,2 2
City of Poway
Non-Safety Salary Schedule
EFFECTIVE June 19,2018
Fta
Cbcdfication Title m J*ima mutt o e Step A Step B Step C Step D Step E
Senior Park Ranger 41 19.1653 20.1237 21.1301 22.1861 23.2952
Senior Utility Systems Mechanic 64 33.8194 35.5106 37.2864 39.1499 41.1070
Senior Utility Systems Technician 84 33.8194 35.5106 37.2884 39.1499 41.1070
Stage Technician 40 18.6979 19.6329 20.6147 21.6450 22.7270
Stormwater Maint.8 Const.Worker I 41 19.1653 I 20.1237 21.1301 22.1861 23.2952
Stormwater Maint.8 Const.Worker II 45 I 21.1549 22.2129 23.3238 24.4893 25.7136
Technical Theater Coordinator 44 20.6389 21.6711 22.7549 23.8920 25.0864
Utility Systems Mechanic 60 30.6387 32.1708 33.7797 35.4678 37.2409
Utility Systems Technician 60 30.6387 32.1708 33.7797 35.4678 37.2409
Warehouse Associate 49 23.3510 24.5188 25.7451 27.0315 28.3830
Wastewater Utilities Crew Leader 53 25.7752 27.0642 28.4177 29.8378 31.3295
Wastewater Utilities Worker I 43 20.1355 21.1425 22.1999 23.3093 24.4745
Wastewater Utilities Worker II 47 22.2259 23.3374 24.5046 25.7290 27.0153
Water Meter Reader 36 16.9394 17.7863 18.6759 19.6093 20.5896
Water Treatment Plant Operator I 52 25.1465 26.4041 27.7246 29.1100 30.5654
Water Treatment Plant Operator II 58 29.1623 30.6206 32.1520 33.7587 35.4464
Water Treatment Plant Operator III 64 33.8194 35.5106 37.2864 39.1499 41.1070
Water Utilities Crew Leader 53 25.7752 27.0642 28.4177 29.8378 31.3295
Water Utilities Worker I 43 20.1355 21.1425 22.1999 23.3093 24.4745
Water Utilities Worker II 47 I 22.2259 23.3374 24.5046 25.7290 27.0153
Revised June 19.2018
55 of 57 June 19,2018, Item#3.2_
EXHIBIT B
City of Poway
Management / Confidential Salary Schedule
Effective June 19,2018
Classification Title Range Approz Monthly Step A Step B Step C Step D Step E
No. 4atay Range
City Manager I I 20,787'
Group 1 Exempt Al-WM
Assistant City Manager 92.5 13,981 - 16,994 80.6623 84.6955 88.9300 93.3767 98.0420
Director of Community Services 87.5 11,612-14,115 66.9951 70.3449 73.8622 77.5553 81.4331
Director of Development Services 88.5 12,665-15,393 73.0694 76.7229 80.5591 84.5869 88.8056
Director of Finance 87.5 11,612-14,115 66.9951 70.3449 73.8622 77.5553 81.4331
Director of Human Resources&Risk Mgmt 85.5 11,060-13,443 63.8049 66.9951 70.3450 73.8622 77.5553
Director of Public Works 88.5 12,665-15,393 73.0694 76.7229 80.5591 84.5869 88.8056
Director of Safety Services 88.5 12,665-15,393 73.0694 76.7229 80.5591 84.5869 88.8056
Group 2A Exempt Al-WD
Asst Director of Public Works for Maintenance Operations 82.5 9,937-12,080 57.3277 60.1939 63.2037 66.3639 69.6909
Asst Director of Public Works for Utilities 82.5 9,937-12,080 57.3277 60.1939 63.2037 66.3639 69.6909
City Clerk 78.5 8,778-10,670 50.6411 53.1732 55.8319 58.6235 61.5582
City Engineer 84.5 10.436-12,687 60.2097 63.2202 66.3812 69.7002 73.1918
City Planner 82.5 9,937-12,080 57.3277 60.1939 63.2037 66.3639 69.6909
Community Services Manager 78.5 8,778-10,670 50.6411 53.1732 55.8319 58.6235 61.5582
Deputy Fire Chief 64.5 10,436-12,687 60.2097 63.2202 66.3812 69.7002 73.1918
Finance Manager 78.5 8,778-10,670 50.6411 53.1732 55.8319 58.6235 61.5582
Fire Battalion Chief(not at-wit12912 hrs/yr) 78.5 8,778-10,676 36.1722 37.9809 39.8799 41.8739 43.9701
Information Technology Manager 78.5 8.778-10,670 50.6411 53.1732 55.8319 58.6235 61.5582
Public Works Operations Manager 78.5 8.778-10,670 50.6411 53.1732 55.8319 58.6235 61.5582
Group 2B Exempt
Associate Civil Engineer 71.5 7,261 -8,826 41.8893 43.9837 46.1827 48.4920 50.9165
Associate Planner 64 5.902-7.174 34.0517 35.7528 37.5413 39.4178 41.3896
Budget Administrator 75 7,744-9,413 44.6789 46.9109 49.2574 51.7195 54.3067
Community Outreach Coordinator 65 6,050-7,354 34.9030 36.6466 38.4798 40.4032 42.4243
Customer Services Supervisor 69 6.678-8.117 38.5265 40.4510 42.4745 44.5975 46.8285
Economic Development Administrator 75 7,744-9,413 44.6789 46.9109 49.2574 51.7195 54.3067
GIS Analyst 65 6,050-7,354 34.9030 36.6466 38.4798 40.4032 42.4243
Information Technology Analyst 65 6,050-7.354 34.9030 36.6466 38.4798 40.4032 42.4243
Management Analyst 65 6,050-7.354 34.9030 36.6466 38.4798 40.4032 42.4243
Network&Computer Systems Administrator 69 6.678-8.117 38.5265 40.4510 42.4745 44.5975 46.8285
Senior Accountant 68 6.515-7.919 37.5868 39.4644 41.4385 43.5098 45.6863
Senior Civil Engineer 78.7 8,871 -10,782 51.1773 53.7360 56.4230 59,2440 62.2062
Senior Code Compliance Officer 62 5,618-6,829 32.4109 34.0300 35.7324 37.5184 39.3952
Senior Fire Safety Inspector 66 6.201 -7,537 35.7756 37.5628 39.4418 41.4133' 43.4849
Senior Human Resources Analyst 69 6.678-8,117 38.5265 40.4510 42.4745 44.5975 46.8285
Senior Management Analyst 69 6,678-8,117 38.5265 40.4510 42,4745 44.5975 46.8285
Senior Planner 70 6.845-8.326 39.4897 41.4623 43.5364 45.7124 47.9992
Senior Recreation Supervisor 62 5,618-6,829 32.4109 34.0300 35.7324 37.5184 39.3952
Special Projects Engineer 69 6,678-8.117 38.5265 40.4510 42.4745 44.5975 46.8285
Water Treatment Plant Supervisor 72 7,191 -8,741 41.4888 43.5614 45.7404 48.0266 50.4292
Water Utilities Distribution Supervisor 72 7,191 -8.741 41.4888 43.5614 45.7404 48.0266 50.4292
Revised June 19, 2018
56 of 57 June 19, 2018, Item# 3.z
City of Poway
Management / Confidential Salary Schedule
Effective June 19,2018
Classification Title Range Approx.Monthly Step A Step B Step C Step D Step E
No. Salary Range
Group 3 Non-Exempt
Accountant 58.5 5,326-6,475 30.7255 32.2616 33.8747 35.5684 37.3547
Assistant Engineer 65 6,050-7,354 34.9030 36.6466 38.4798 40.4032 42.4243
Assistant Planner 61 5,481 -6,662 31.6204 33.2000 34.8609 36.6033 38.4343
Code Compliance Officer 58 5.090-6,186 29.3627 30.8295 32.3718 33.9898 35.6900
Construction Maintenance Supervisor 62 5,618-6,829 32.4109 34.0300 35.7324 37.5184 39.3952
Facilities Maintenance 8 Special Districts Supervisor 62 5818-6,829 32.4109 34.0300 35.7324 37.5184 39.3952
Fire Safety Inspector 58 5.090-6,186 29.3627 30.8295 32.3718 33.9898 35.6900
Fleet Maintenance Supervisor 64 5,902-7.174 34.0517 35.7528 37.5413 39.4178 41.3896
Management Assistant 61 5,481 -6,662 31.6204 33.2000 34.8609 38.6033 38.4343
Parks Maintenance Supervisor 64 5,902-7,174 34.0517 35.7528 37.5413 39.4178 41.3896
Recreation Supervisor 56 4844-5,888 27.9478 29.3440 30.8119 32.3520 33.9702
Senior Parks Maintenance Crew Leader 56 4,844-5,888 27.9478 29.3440 30.8119 32.3520 33.9702
Utility Systems Supervisor 70 6,845-8,320 39.4897 41.4623 43.5364 45.7124 47.9992
Wastewater Utilities Supervisor 70 6.845-8,320 39.4897 41.4623 43.5364 45.7124 47.9992
Group 4 Non-Exempt
Accounting Tecttnician II 44.5 3,721 -4,523 21.4659 22.5393 23.6662 24.8498 26.0919
Senior Accounting Technician 49 4,075-4,954 23.5115 24.6860 25.9210 27.2166 28.5780
Administrative Assistant III 45 3.692-4,488 21.3002 22.3643 23.4831 24.6570 25.8903
Executive Assistant to the City Manager 57 4,965-6,035 28.6465 30.0776 31.5822 33.1608 34.8195
Human Resources Technician I 53 4,498-5,468 25.9523 27.2488 28.6119 30.0420 31.5448
Human Resources Technician II 57 4,965-6,035 28.6465 30.0776 31.5822 33.1608 34.8195
Senior Administrative Assistant 49 4,075-4,954 23.5115 24.6860 25,9210 27.2166 28.5780
Revised June 19, 2018
57 of 57 June 19, 2018, Item# 3„2_